Better Health Services by Design

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SDN conference Cologne 2012

Better Health Services by Design | Using service design to innovate in healthcare

Copyright, NHS Institute for innovation and Improvement

Published in: Design, Health & Medicine

Better Health Services by Design

  1. Better health services by design Using service design to innovate healthcarewww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  2. The National Health Servicewww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  3. 1 million patients use the NHS every 36 hourswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  4. 1 million patients use the NHS every 36 hours 466 people a minutewww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  5. One but many 1,431,996 NHS employees £102 billion spend 2010/11 £35 billion in 1997www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  6. July 1948www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  7. The NHS nowwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  8. Medical advances 1948 2008 Maternity hospital stay 13.5 days 1.9 days Operations 5,514 49,500www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  9. •  From re-active to Being an NHS patient is still pro-active too often a frustrating•  Wider system experience. We ought to innovation move towards becoming a more patient-led NHS Healthcare Commission, 2005www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  10. NHS productivity challenge £126 billion needed by 2014 Actual funding likely to be frozen in real terms at around £105 billionwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  11. £21 billion funding gap We need to save £90 million a daywww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  12. Innovation in the NHS has become business critical.www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  13. www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  14. What we do We support the NHS to transform healthcare for patients and the publicwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  15. Innovation nowwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  16. The opportunitywww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  17. www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  18. A proven and transferable problem-solving methodology. It’s not ‘design a car’ but ‘design for personal mobility’www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  19. Combined with Lean thinking Six Sigmawww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  20. How we work Co-creative: with not for Learning from observation Diverging & converging Iterative by prototypingwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  21. What I hear I forget What I see I remember What I do I understand Lao Tsewww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  22. Role playing a new portering servicewww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  23. Design to Improve patient experience Improve staff experience Increase work productivity Design out wasteful activities Increase patient facing time Inspire insights & innovative services ideas Build internal capabilities inside the NHSwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  24. Experience based designwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  25. An design methodology About using patient and staff experience to gain insights and identifying opportunities for improvementwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  26. Equip people with the right skillswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  27. Improving MS serviceswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  28. Understanding patient needswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  29. Opportunity areas Onset of the condition | An increased focus on self- management tools and self-referral Post-diagnosis | A greater emphasis on learning and counseling services for the family Crisis situations | Fast access to specialist advice Post-crisis situations | A good opportunity to introduce future planningwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  30. The result ENABLE | A joined-up community service for people with long term neurological conditionswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  31. www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  32. NHS Institute Productive work Early scoping General Practice Productive General Practice Output from innovation cyclewww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  33. Using a design & lean thinking identify opportunities for improvement in GP surgeries. Releasing time to deliver better services to patientswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  34. What we did•  Practice audit, collecting measures•  Observational visits to 11 GP practices•  Contextual interviews - patient & staff shadowing and activity follows•  2 national and 10 local collaborative workshops•  Towards a nationwide programme that helps GP surgeries improve themselves
  35. Shadowing patientswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  36. www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  37. Experience shadowswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  38. www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  39. www.institute.nhs.uk | Assisting the NHS in transforming healthcare
  40. Patient representationswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  41. Mapping relationshipswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  42. Staff routineswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  43. Opportunity frameworkwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  44. Specifically•  Access to health services•  Patient information•  Demand vs. capacity•  Wasteful admin processes & prescriptions•  Appointments•  Primary and Secondary care interaction•  Understanding the patient journey•  Embracing a service culture at reception
  45. Impact•  Supporting doctors in their prescribing decisions – as a result there were more appropriate patient prescriptions•  Improved prescribing effectiveness•  The right referrals at the right time•  Increased joined-up care•  Decreased level of complaints•  Improved patient experience•  Improved work/life balance•  Reduced administration & duplication of work•  Increased levels of self care
  46. Build capability in GP practiceswww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  47. PGP programme Improvement tools 27 case studies E-learning Coaching supportwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  48. Capability buildingwww.institute.nhs.uk | Assisting the NHS in transforming healthcare
  49. Thank you. Julia Schaeper julia.schaeper@institute.nhs.ukwww.institute.nhs.uk | Assisting the NHS in transforming healthcare

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