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Danny Antebi presentation at Open Forum Events' Continuous Improvement conference
ABCi is an embedded center for continuous improvement within the Aneurin Bevan health board. It aims to build capacity and capability for improvement through co-production and acting as an enabler rather than management. ABCi provides leadership training, project support, and courses to staff. Key lessons learned include the importance of valuing curiosity, having an open and transparent culture, focusing on shared goals and outcomes, and leaving space for frontline staff improvisation.
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Danny Antebi presentation at Open Forum Events' Continuous Improvement conference
- 1. Dr Danny Antebi DirectorAneurin Bevan Continuous Improvement ABCi
- 2. ABCi - AnEmbedded Centre for Improvement Development of ABCi Functions of ABCi Lessons learnt
- 4. Development of ABCi Whatwas the brief? Position as enabler/facilitator Build Capacity and Capability Co-production Whose agenda - corporate or clinical? Branding, communication, campaigning and use of social media
- 5. WHAT ABCi ISNOT An alternative management structure The troubleshooting team The finance recovery team The font of all improvement knowledge
- 6. The Fundamentals Leadership Team working Sharedlanguage Trust, relationship building, clear objectives
- 7. Functions of ABCi Leadership •Enhanced Leadership programme Training, Improving Quality Together (IQT), other methodologies Team Project Support Modelling Courses in stats, excel, modelling; Cumberland initiative; Metsim Sustainability, spread and resilience
- 9. Lessons Learnt(1) Organisational message Valuing intrigue and curiosity Organisational culture Transparent, listens and notices good practice and problems Organisational discourse and narrative Describing the benefits
- 10. Lessons Learnt (2) Sharedagendas, shared outcomes, shared measures ‘What is in it for me?’ Do not over process, leave space for improvisation by frontline staff Make the right thing to do the easiest thing to do
- 12.
Editor's Notes
- #5 Brief – none, culture challenge; enabler/facilitator – what about showing our worth; capacity – only works if it becomes everyone’s business Copro – sustainability and resilience; engaging frontline same agenda different perspective quality and performance different sides of the same coin
- #6 Management structure- undermine organisation and cause huge friction; not knights on horses coming over the hill to rescue; it has to be about quality and efficiency which saves money as a joyful side effect; Only time you save money in large orgs is when there is direct reln procurement;
- #8 Leadership – models, heads above parapet, notice and react to good and poor practice; Importance of a common language; projects learn methodologies then go for big projects do it as teams, teams build if they have a common agenda and aims
- #10 QI is important – creation of ABCi Small stuff can have big impacts, it is not things going wrong but how you recover