SDN conference Cologne 2012
Better Health Services by Design | Using service design to innovate in healthcare
Copyright, NHS Institute for innovation and Improvement
The Sustainability Model is a diagnostic tool that will identify strengths and
weaknesses in your implementation plan and predict the likelihood of sustainability
for your improvement initiative.
The Sustainability Guide provides practical advice on how you might increase the
likelihood of sustainability for your improvement initiative.
Bringing Lean to Life" provides a basic introduction and overview of Lean; the culture, principles and tools to understand, tackle and resolve issues within healthcare. It is not intended as a complete guide to implementing Lean as a management system. (May 2010).
A practical, introductory guide to thinking differently. It is not a comprehensive blueprint nor is it designed to make you an expert in thinking. But it will get you started on
a journey of thinking differently, and therefore doing things differently, that we hope continues well into
your future.
We have selected concepts and thinking tools that have proven their value, ease, and applicability in a
variety of industries and in over five years of experience with front line teams in various NHS organisations.
We’ll provide you with just enough background theory to help you see why the various thinking tools ask
you to do certain things that might seem a bit odd at first. But the emphasis here is not on dry theory or
abstract concepts. Rather, it is on developing new thinking that leads to new ways of doing.
This Guide for Executives is aimed at senior healthcare leaders. It provides 31 practical tips for leaders
who want to contribute positively to the culture for innovation in their organisations and systems.
A more in-depth practitioners guide, Creating the Culture for Innovation, provides much more
detailed advice and guidance, a host of additional examples, and information about an online staff
survey that can be used to assess, benchmark and understand the culture for innovation.
A huddle is a brief meeting held each shift/day to enable teams to be informed, review work, make plans, and move ahead rapidly with the daily work. Conducted standing up, preferably around the data dashboard/patient board, the whole team meet for just 10 minutes to make plans for the day and ‘quick fire’ ideas to trouble shoot any potential issues.
The Sustainability Model is a diagnostic tool that will identify strengths and
weaknesses in your implementation plan and predict the likelihood of sustainability
for your improvement initiative.
The Sustainability Guide provides practical advice on how you might increase the
likelihood of sustainability for your improvement initiative.
Bringing Lean to Life" provides a basic introduction and overview of Lean; the culture, principles and tools to understand, tackle and resolve issues within healthcare. It is not intended as a complete guide to implementing Lean as a management system. (May 2010).
A practical, introductory guide to thinking differently. It is not a comprehensive blueprint nor is it designed to make you an expert in thinking. But it will get you started on
a journey of thinking differently, and therefore doing things differently, that we hope continues well into
your future.
We have selected concepts and thinking tools that have proven their value, ease, and applicability in a
variety of industries and in over five years of experience with front line teams in various NHS organisations.
We’ll provide you with just enough background theory to help you see why the various thinking tools ask
you to do certain things that might seem a bit odd at first. But the emphasis here is not on dry theory or
abstract concepts. Rather, it is on developing new thinking that leads to new ways of doing.
This Guide for Executives is aimed at senior healthcare leaders. It provides 31 practical tips for leaders
who want to contribute positively to the culture for innovation in their organisations and systems.
A more in-depth practitioners guide, Creating the Culture for Innovation, provides much more
detailed advice and guidance, a host of additional examples, and information about an online staff
survey that can be used to assess, benchmark and understand the culture for innovation.
A huddle is a brief meeting held each shift/day to enable teams to be informed, review work, make plans, and move ahead rapidly with the daily work. Conducted standing up, preferably around the data dashboard/patient board, the whole team meet for just 10 minutes to make plans for the day and ‘quick fire’ ideas to trouble shoot any potential issues.
Introduction to Human Factors
Mark Johnston NHS Education for Scotland
Patient Safety
More at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety.aspx
Empowering and enabling charities to become trusted partners in the commissio...CharityComms
Charlie Peel, Neurological Commissioning Support
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
Carole Spencer & Colin Lewry - Designing a best in class future workforce pri...Innovation Agency
Presentation by Carole Spencer, Director of Transformation, Innovation Agency and Colin Lewry, Senior Partner, GE Finnamore: Designing a best in class future for primary care mental health and learning disability services on Wednesday 13 March 2019 at Haydock Park Racecourse.
The ebd approach (experience based design) is a method of designing better experiences for patients, carers and staff. The approach captures the experiences of those involved in healthcare services. It involves looking at the care journey
and in addition the emotional journey people
experience when they come into contact with a particular pathway or part of the service. Staff work together with patients and carers to firstly understand these experiences and then to improve them.
This guide is an introduction to the ebd approach (experience based design).
This guide and toolkit has been produced as
a result of work that the NHS Institute for
Innovation and Improvement has undertaken in collaboration with NHS organisations and external agencies, using the experience of patients, carers and staff to design better
healthcare services.
St John is the largest primary care provider in New Zealand and provides emergency ambulance service to nearly 90% of New Zealanders. They also provide a range of care-related community and commercial services, including medical alarms and an emergency telephone response service to at-risk individuals nationally through their Telecare and Home Health
division. St John has contact with over one million New Zealanders a year.
The Telecare division is charged with installing thousands of medical alarms in the homes of clients who have a diverse range of medical and other needs across the country. It then
monitors the alarm through a 24-hour telephone service staffed by consultants who triage distress calls to ensure an appropriate response.
Dame Carol Black takes us through the current position of the UK Health, Work and Wellbeing agenda in light of the recent change in government. She outlines the work going on and the challenges that lie ahead.
Originally uploaded on 23 August 2010.
What your organisation needs to know about personal health budgets, communica...CharityComms
Jaimee Lewis, Think Local, Act Personal
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
Redux of Service Design Global Conference2014 （about Health Care topics only)Yuichi Inobori
speech slide for "Redux of Service Design Global Conference 2014"
this event "Redux of Service Design Global Conference 2014" is reflection and knowledge sharing event has been organized by Service Design Initiative.( SDN Japan Chapter)
I talked about especially topics about Health Care field.
DAY ONE – OCT 2nd 2015 at Global Service Design Conference NYC
MORNING KEYNOTE/ /BIG PICTURE VALUE & IMPLEMENTATION
more info at: http://bit.ly/1VNeDWK
Sarah Fathallah & Karen Detken - A new handy storyboarding Tool (Workshop)Service Design Network
A new handy storyboarding Tool
Abstract:
Have you ever had a concept for a new service or program, but struggled to share your vision of how it can solve your target users’
problem(s) and create value? Using our physical storyboarding toolkit, we will learn how to build a vision for a service concept in a participative and collaborative way, and then share that vision with your intended audience. We hope to leave participants with
knowledge of a new tool that can be used by designers and non-designers alike to co-create with clients and stakeholders. This workshop requires no prior storyboarding experience or drawing skills and is a hands-on opportunity to learn the basics of storytelling and communicate intangible ideas in a tangible manner.
Innovation:
Storyboarding is a commonly used tool to communicate and prototype a service concept. However, storyboarding can sometimes feel like one person’s job or deter people who feel self-conscious about their drawing skills. This workshop will introduce a brand new toolkit, soft launched in 2016 and free to the public via a Creative Commons license, that sets out to:
1) lower the barrier for participation, by creating a tool that is fun and easy to use, but does not require extensive training or drawing skills;
2) make it physical, by offering a set of pre-existing storyboarding elements that people can compose using their hands, not software; and
3) get more people and as many hands involved, instead of having only one person sketching the end product.
Francis Rowland & Michele Ide-Smith - How to sabotage an organisationService Design Network
How to sabotage an organisation
Designing for distinction
Abstract:
Designing services and experiences requires cooperation and understanding between a range of people; it requires an adaptive, nimble organisation. Our talk will tell you how to sabotage and undermine all that. Inspired by a CIA manual on sabotage, we select and present some of the most effective tips as anti-patterns for modern, collaborative service design. We expand on these points, setting them in the context of our day-to-day work, as designers and innovators, highlighting the damage that can be done. We’ll also outline a practical game that you can use to solve problems creatively using anti-patterns.
Innovation:
Our innovation is that, by using selected anti-patterns, we invite the audience to play “devil’s advocate” for a change, and to consider how to design terrible services! Wikipedia defines an anti-pattern as “a common response to a recurring problem that is usually ineffective and risks being highly counterproductive”. Considering anti-patterns for solving problems can be a powerful way to help designers (and others!) to approach a problem with a new perspective, unencumbered by the need to “get it right”. Many of the “tips” we present are simple, logical, and avoidable… and yet we see them so often, preventing us from realising great service and experience design, and from collaborating effectively. In this talk, we approach that challenge a little differently.
Introduction to Human Factors
Mark Johnston NHS Education for Scotland
Patient Safety
More at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety.aspx
Empowering and enabling charities to become trusted partners in the commissio...CharityComms
Charlie Peel, Neurological Commissioning Support
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
Carole Spencer & Colin Lewry - Designing a best in class future workforce pri...Innovation Agency
Presentation by Carole Spencer, Director of Transformation, Innovation Agency and Colin Lewry, Senior Partner, GE Finnamore: Designing a best in class future for primary care mental health and learning disability services on Wednesday 13 March 2019 at Haydock Park Racecourse.
The ebd approach (experience based design) is a method of designing better experiences for patients, carers and staff. The approach captures the experiences of those involved in healthcare services. It involves looking at the care journey
and in addition the emotional journey people
experience when they come into contact with a particular pathway or part of the service. Staff work together with patients and carers to firstly understand these experiences and then to improve them.
This guide is an introduction to the ebd approach (experience based design).
This guide and toolkit has been produced as
a result of work that the NHS Institute for
Innovation and Improvement has undertaken in collaboration with NHS organisations and external agencies, using the experience of patients, carers and staff to design better
healthcare services.
St John is the largest primary care provider in New Zealand and provides emergency ambulance service to nearly 90% of New Zealanders. They also provide a range of care-related community and commercial services, including medical alarms and an emergency telephone response service to at-risk individuals nationally through their Telecare and Home Health
division. St John has contact with over one million New Zealanders a year.
The Telecare division is charged with installing thousands of medical alarms in the homes of clients who have a diverse range of medical and other needs across the country. It then
monitors the alarm through a 24-hour telephone service staffed by consultants who triage distress calls to ensure an appropriate response.
Dame Carol Black takes us through the current position of the UK Health, Work and Wellbeing agenda in light of the recent change in government. She outlines the work going on and the challenges that lie ahead.
Originally uploaded on 23 August 2010.
What your organisation needs to know about personal health budgets, communica...CharityComms
Jaimee Lewis, Think Local, Act Personal
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
Redux of Service Design Global Conference2014 （about Health Care topics only)Yuichi Inobori
speech slide for "Redux of Service Design Global Conference 2014"
this event "Redux of Service Design Global Conference 2014" is reflection and knowledge sharing event has been organized by Service Design Initiative.( SDN Japan Chapter)
I talked about especially topics about Health Care field.
DAY ONE – OCT 2nd 2015 at Global Service Design Conference NYC
MORNING KEYNOTE/ /BIG PICTURE VALUE & IMPLEMENTATION
more info at: http://bit.ly/1VNeDWK
Sarah Fathallah & Karen Detken - A new handy storyboarding Tool (Workshop)Service Design Network
A new handy storyboarding Tool
Abstract:
Have you ever had a concept for a new service or program, but struggled to share your vision of how it can solve your target users’
problem(s) and create value? Using our physical storyboarding toolkit, we will learn how to build a vision for a service concept in a participative and collaborative way, and then share that vision with your intended audience. We hope to leave participants with
knowledge of a new tool that can be used by designers and non-designers alike to co-create with clients and stakeholders. This workshop requires no prior storyboarding experience or drawing skills and is a hands-on opportunity to learn the basics of storytelling and communicate intangible ideas in a tangible manner.
Innovation:
Storyboarding is a commonly used tool to communicate and prototype a service concept. However, storyboarding can sometimes feel like one person’s job or deter people who feel self-conscious about their drawing skills. This workshop will introduce a brand new toolkit, soft launched in 2016 and free to the public via a Creative Commons license, that sets out to:
1) lower the barrier for participation, by creating a tool that is fun and easy to use, but does not require extensive training or drawing skills;
2) make it physical, by offering a set of pre-existing storyboarding elements that people can compose using their hands, not software; and
3) get more people and as many hands involved, instead of having only one person sketching the end product.
Francis Rowland & Michele Ide-Smith - How to sabotage an organisationService Design Network
How to sabotage an organisation
Designing for distinction
Abstract:
Designing services and experiences requires cooperation and understanding between a range of people; it requires an adaptive, nimble organisation. Our talk will tell you how to sabotage and undermine all that. Inspired by a CIA manual on sabotage, we select and present some of the most effective tips as anti-patterns for modern, collaborative service design. We expand on these points, setting them in the context of our day-to-day work, as designers and innovators, highlighting the damage that can be done. We’ll also outline a practical game that you can use to solve problems creatively using anti-patterns.
Innovation:
Our innovation is that, by using selected anti-patterns, we invite the audience to play “devil’s advocate” for a change, and to consider how to design terrible services! Wikipedia defines an anti-pattern as “a common response to a recurring problem that is usually ineffective and risks being highly counterproductive”. Considering anti-patterns for solving problems can be a powerful way to help designers (and others!) to approach a problem with a new perspective, unencumbered by the need to “get it right”. Many of the “tips” we present are simple, logical, and avoidable… and yet we see them so often, preventing us from realising great service and experience design, and from collaborating effectively. In this talk, we approach that challenge a little differently.
Kingdom
Our holy grail for better services!
Abstract:
In this session we will share our vision on the use of gamification in service design processes. Serious play is an effective way of engaging people for change and designing in complex structures. We have done extensive research on the topic and will share our insights in an interactive session. We’ll also demo a card game (Kingdom!) that we developed for running service strategy workshops. We’ll share the story how we evolved from early prototypes to the exciting product we have today.
Innovation:
A versatile card game that combines the strengths of play, the power of co-creation and the immersion of storytelling to innovate services and boost engagement of the ones involved. See: www.kingdomcards.be
Geert Christiaansen/Royal Philips - Towards a collaborative approach to integ...Service Design Network
Towards a collaborative approach to integrated solutions
Abstract:
A short overview of 90 years of history of Design in Royal Philips, explaining the changing role of Design in a big corporate company. Next I would like to focus on the role Design plays in innovation and strategy, explain our current way of working, some of the tools we use and the competences we need to develop in our design community. All explained using pictures from current innovation projects. I want to conclude with a video which explains the added value of Design in renewing an Emergency Department at the Florida Hospital.
Finding the New Business As Usual
Abstract:
SEB, one of Sweden’s largest banks and Transformator Design collaborate with the mission to make SEB a true customer centric organisation. Since we began working together three years ago, several successful service improvements have made, the management aware of the potential of service design as a key success factor. This led to a closer collaboration in customer centric service and business development, capacity buildning and governance. The presentation is about how SEB are making progress by using service design methods for services as well as organisational developement.The message is the common insight that SEB is not trying to work in an unusual way, it is SEB finding their new business as usual, by involving customers and employees in a structured way.
Innovation:
The innovative parts of our proposal addresses the fact that becoming customer centric for real isn’t a quick fix. True customer insights, courage and endurance are key success factors, in changing mindset and building new capacity of the organisation. It is about SEB finding out that service design is not a method, but an approach to a new way of thinking, acting and working. It is also about finding out that new capabilities have to be encouraged and new ways of working have to be established. Service design provides the tools for all this. The design methods are used both when developing services and when changning mindsets in a continuous way of working in close collaboration.
Living Prototypes
Fabricating Shared Experiences
Abstract:
Empathy is a type of thinking that makes us more helpful and generous in our encounters. But how can the design team, the client, and the user share a single, subjective experience? In this workshop we will be stretching the limits of prototyping. Storyboards, scenarios, sketches, and videos are helpful tools used to communicate the different elements of an experience, but they position the designer as passive. Using a range of multi-sensorial tools, participants will not be observers of an experience, but will be active co-explorers. Although these ideas are not new within the design community, we believe they have fallen out of focus. Experiential prototyping is not inherent in “design thinking,” but in what we see as “design action.”
Innovation:
Designing immersive, multi-sensorial experiences is no longer just for the benefit of end users. Experiences are a complex and subjective phenomenon—they go beyond the senses, and are influenced by a range of contextual factors like a person’s social circumstances, schedule, environment, perceptions, values, and more. Prototyping an experience can help designers, users, and clients explore and communicate what it is like to engage with the product, space, or system being designed. If designers and clients can share in these experiences, they are more likely to understand the issues and needs of their user.
Paul Mutsaers & Anna-Louisa Peeters - Making in-house service design the new...Service Design Network
Making in-house service design the new standard
7 Learnings to get there!
Abstract:
How to become the most customer centric bank in the Netherlands? To meet that challenge Rabobank has moved to service design in-house, underlining our vision that customer experience is vital to achieve competitive advantage. The journey has been both challenging and rewarding. We’ve learned a lot along the way: such as the fruitfulness of structural collaboration between service designers and customer journey managers to drive the change towards customer centricity. In this session, Paul Mutsaers (Customer Journey Manager) and Anna-Louisa Peeters (Service Designer) will share Rabobank’s 7 key learnings in their journey towards a successful service design practice that is embedded in this major financial institution.
Innovation:
One aspect that really sets us apart in how we work is that we link every service designer to a customer journey manager, who is the project sponsor. They operate as a mutually reinforcing duo in improving customer experience, ranging from small adjustments to large innovations. The designer provides research, creative facilitation and design expertise, and the customer journey manager ensures that all relevant stakeholders are involved from start to finish. This unique collaboration has proven to be very successful, for example to create support for the service design project results within our large organization and ensuring the designs get realized. This is certainly interesting for other companies to experiment with.
Death, denial and debt.
Why services need Closure Experiences.
Abstract:
We are good at creating service experiences at the beginning of the customer life-cycle, but terrible at creating a coherent, neutralised endings. This presentation argues that we have lost touch with ‘closure’ over recent generations and are in a state of denial. The argument is established through historic changes in society, evidence from academia, and our changing relationship with death. Further examples go into details from product, service and digital sectors as well as our wider society. The presentation delves into the design industry with a focus on services and what closure means in this context. It offers an alternative point of view, that embeds closure in the customer lifecycle and shows how it can bring wide reaching benefits for the entire user experience.
Innovation:
The services industry is awash with bad endings. • A surprising amount of old people are getting their first tattoo. Fearful someone will bring them back to life.
• 1 in 4 UK pensions are going missing according to the charity, Age Concern. Lost in decades of mis-management, letters, mergers and acquisitions.
• How big a party should £84k get you? After repaying £284k on a £200k mortgage, I might expect a bit more than a cold letter to say thanks? This is a wide cultural problem. Impacting the consumer and businesses in the service industry. Revealed in issues such as mis-selling of financial services, climate change, and erosion of personal reputations online. Closure Experiences is a critical factor in improving responsibility, thinking long term and increasing quality.
Service Branding
Designing for distinction
Abstract:
Designing human-centric is a wonderful thing, but leads in similar situation to similar results. However, especially large scale services need to be distinct to stick out in the competitor field. This presentation features a framework and applied case studies on Service Branding – how to create a signature experience through the process of combining service design and branding – leaving customers with a unique story they can experience first-hand.
Innovation:
Uniting two different fields that are closely related but yet in practical terms are rarely collaborating: The field of marketing communication and branding with a need for image, differentiation and preference („shaping expectation“), and the field of service design and human centered design with a need for utility, usefulness and desirability („shaping experiences“). In this unique combination, Service Design and its methods become even more relevant in a broader business context.
We Are Here
Designer as Map Maker
Abstract:
Humans have always made maps; to tell us where we are, to show us how to get somewhere we want to go, to understand the bigger context. More and more, designers are creating maps for these reasons, and others. We make maps to draw insight, catalyze ideas, to get on the same page, and as tools for understanding complex experiences and processes. We make customer journey maps, empathy maps, mental models, experience maps and strategy roadmaps. What’s next for these tools? How will they evolve? What cartography capabilities do we need to develop as practitioners? What makes a map useful? Let’s talk about maps, baby!
Innovation:
As we look to the future of designers responding to increasingly wicked and messy problems. Service designers are at the forefront of this. We need to understand the evolution of design tools in context and the reasons for the changes. Why so many maps in service design? It matters because it helps to take a step back and survey where we have come from and where we are going in terms of the methods we use and how we as designers respond to change. Maps are a pure form of sensemaking. This is in our past and is undoubtedly in our future as a discipline. My research takes a detailed look at design maps and their evolution.
Impact of 3D printing on Service Design
Abstract:
3D printing will change and enable all sorts of things we cannot do or foresee today. One can for instance think about how the duration of ‘productizing services’ can now match the duration of ‘servitizing products’. The key will be to not just philosophy on this but hands-on experience and iterate to discover where 3D printing will bring us. To do so Merijn will give a short introduction on Ultimaker and 3D printing developments in general. Hereafter he will share the design challenges Ultimaker is facing and the overall plan how to approach them. He will conclude with his personal vision on how 3D printing capabilities can change the way how we design product-service systems in the future.
Innovation:
3D printing will change and enable all sorts of things we cannot do or foresee today. One can for instance think about how the duration of ‘productizing services’ can now match the duration of ‘servitizing products’.
Can practice managers save the NHS (CHEC practice manager masterclass)Robert Varnam Coaching
Presentation to the CHEC annual practice managers' masterclass in Nottingham, 25 June 2015. Where does general practice fit in the future of the NHS? What are the challenges and opportunities practice face? How can practice managers accelerate progress by releasing GP capacity?
View the video at https://vimeo.com/113578615 (password "cumberland")
Presentation to RCGP Thames Valley leadership event, Cumberland Lodge, Windsor on 25.11.2014.
Academic Health Science Networks supporting strategic commissioningInnovation Agency
Dr Liz Mear, Chief Executive of the Innovation Agency, presented at NHS Confed 17 on Academic Health Science Networks (AHSNs) supporting strategic commissioning and bringing innovators, commissioners, clinicians and patients to together to develop closer collaboration and a demonstrably clearer understanding of NHS needs and opportunities.
No place like home: Increasing access to home dialysis
Published by NHS Kidney Care March 2013
This document outlines the key learning and outcomes from locally-led and centrally
co-ordinated projects to improve access to home therapies.
Evidencing the quality and productivity of Allied Health Professionals' (AHPs...NHS Improvement
We recently hosted four regional events ‘Evidencing the quality and productivity of AHPs care’ with a target audience of Allied Health Professional leads in NHS provider organisations.
These slides outline sessions from the events and provide an introduction to the Model Hospital, AHP job planning and the early findings of a deployment tracker metric ‘Therapy Hours to Contacts’ that is being implemented.
The best of clinical pathway redesign - practical examples of delivering bene...NHS Improvement
The examples here showcase just some of the innovations that have enabled thousands of patients to enjoy better health and well-being thanks to practicalservice improvements implemented on various clinical pathways
The future for access to general practice, innovate stage, 2pm, 3 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Chief Allied Health Professions Officer’s Conference 2016: Main stage present...NHS England
Chief Allied Health Professions Officer’s Conference 2016
Main stage presentations
AHP Innovation Delivering #FutureNHS. Suzanne Rastrick, Chief Allied Health Professions Officer (CAHPO), NHS England.
Reshaping the workforce. Daniel Mortimer, Chief Executive, NHS Employers.
Putting the 'We' into 'Wellbeing. Roz Davies MBA Managing Director of We Love Life and Recovery Enterprises.
Sharing, learning and connecting sectors through open innovation. Paul Taylor, Innovation Coach, Bromford Lab.
How AHPs will transform care: a mandate for change. Suzanne Rastrick, CAHPO, NHS England. Dr Peter Thomond, Managing Director of Clever Together. Dr Joanne Fillingham, Clinical Fellow to the CAHPO.
Delivering innovation to make clinicians ecstatically happy. Dr Neil Bacon CEO and Founder of iWantGreatCare.
7 Day Services webinar - Workforce and delivering 7 day servicesNHS England
This webinar explores how use of enhanced roles can help Trusts in the delivery of seven day services, and aims to help trusts understand the practical issues associated with developing enhanced roles and implementing these into their organisations. During this session you will hear about:
* Workforce planning and the delivery of 7 day Services. Health Education England will provide an update regarding the national picture and provide insight into innovative workforce solutions which will support the delivery of 7 Day Services
* Practical examples from colleagues in acute trusts, where new roles have been utilised in delivering the 4 priority clinical standards
Key speakers:
Kevin Moore - Head of Workforce Transformation, Health Education England
Miss Fiona Kew - Consultant Gynaecologist, Modernising the Workforce: Physician's Associates – Sheffield Teaching Hospital
Darren McGuiness - Endoscopy Manager Royal Liverpool & Broadgreen NHS Trust. Seven Day Services in Endoscopy
Nicky Taggart - General Manager, Radiology and Imaging, Royal Liverpool & Broadgreen NHS Trust. Seven day services in Radiology
Directors of communications from 15 Swedish county councils visited London to learn more about the health and care system in England.This presentation is from this visit.
NHS Improving Quality planned and hosted the study tour as a result of close links with Jönköping, one of the councils represented in the delegation. Our guests learned about the important role of communications specialists in transforming healthcare in England, and the leading role NHS Improving Quality has taken in engaging and mobilising staff at scale and pace.
During the study tour it became obvious that many of the challenges and opportunities we face in our health and care system mirror those in Sweden, in particular issues such as emergency care, obesity and smoking, patient safety and working with the media. This was a fantastic opportunity for NHS Improving Quality to strengthen alliances at an international level and share ideas and approaches, and we hope to build on this in the future
Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
Top 5 Indian Style Modular Kitchen DesignsFinzo Kitchens
Get the perfect modular kitchen in Gurgaon at Finzo! We offer high-quality, custom-designed kitchens at the best prices. Wardrobes and home & office furniture are also available. Free consultation! Best Quality Luxury Modular kitchen in Gurgaon available at best price. All types of Modular Kitchens are available U Shaped Modular kitchens, L Shaped Modular Kitchen, G Shaped Modular Kitchens, Inline Modular Kitchens and Italian Modular Kitchen.
1. Better health
services by design
Using service design
to innovate healthcare
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
2. The National
Health Service
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
3. 1 million patients use
the NHS every 36 hours
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
4. 1 million patients use
the NHS every 36 hours
466 people a minute
www.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 1997
www.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 49,500
www.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, 2005
www.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 billion
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
11. £21 billion funding gap
We need to save £90
million a day
www.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
14. What we do
We support the NHS to
transform healthcare for
patients and the public
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 Sigma
www.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 prototyping
www.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 Tse
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
22. Role playing a new
portering service
www.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 NHS
www.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
improvement
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
26. Equip people with the right skills
www.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 planning
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
30. The result
ENABLE | A joined-up community
service for people with long term
neurological conditions
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 cycle
www.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 patients
www.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
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 practices
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
47. PGP programme
Improvement tools
27 case studies
E-learning
Coaching support
www.institute.nhs.uk | Assisting the NHS in transforming healthcare
