Outlining NHS Improvement's national priorities and how we'll support providers.The slides accompanied NHS Improvement's Executive Director of Improvement's keynote speech.
Elective care conference: rules recap & effective management of diagnostic wa...NHS Improvement
The document summarizes rules around diagnostic waiting times in the UK NHS and provides strategies for effectively managing those waiting times. It discusses patients' rights to access NHS services within maximum waiting times. It then reviews key parts of the patient pathway including referrals, diagnostics, and follow-up appointments. The document highlights the importance of the 6-week diagnostic target. It includes a quiz on the material. Finally, it outlines approaches for effectively managing diagnostic waits such as understanding capacity and demand, workforce issues, utilizing resources efficiently, having a sustainable plan, reducing variability, using data to track performance, and addressing organizational culture.
Elective Care Conference: the elective care approach at Royal Free London NHS...NHS Improvement
The Royal Free London NHS Foundation Trust faced challenges with elective care standards due to legacy issues from two merged trusts, including a backlog of 1.8 million pathways requiring validation and no capacity planning model. To address this, they established a governance structure headed by the CEO and COO, carried out clinical harm reviews, and developed a systematic recovery plan involving centralized validation, real-time monitoring, outsourcing, and training. Their successes included validating pathways, developing e-learning, and establishing an outsourcing team, allowing them to meet elective care standards again.
Elective Care Conference: welcome and opening addressNHS Improvement
This document provides an agenda and overview for the Fourth National Elective Care Conference on April 20th, 2016. The conference aims to showcase best practices in elective care management, provide opportunities for input to shape NHS Improvement priorities, and allow networking. The agenda includes keynote speeches, workshops on RTT, diagnostics, and cancer over three sessions, and an opportunity to provide feedback. Lunch and refreshments will be provided.
Elective Care Conference: the role of the MDT coordinator role NHS Improvement
The role of the MDT Coordinator is to support multidisciplinary team meetings for cancer care. Coordinators prepare for meetings, record discussions, and collect mandatory data on waiting times and patient outcomes. They ensure the efficient running of often fast-paced meetings and act as the main point of contact between the MDT and various clinical teams and databases. Outside of meetings, coordinators manually input a large amount of data from different systems and build relationships across the cancer care network to facilitate information sharing. Effective coordination requires managing workload and coverage for multiple specialties with varying requirements.
Elective care conference: imaging demand and capacity NHS Improvement
The document summarizes the results of demand and capacity modeling done for radiology services at Bradford Teaching Hospitals NHS Foundation Trust. The modeling found current deficits between 239-290 CT slots and 28-83 MRI slots per week to meet demand at the 65th-85th percentiles. For CT, there is also a backlog of 176-241 patients that requires clearing. The conclusions are that measuring demand, capacity, activity and backlog allows identification of bottlenecks and focus of improvement efforts, and justification of capital investments or alternate solutions to address shortfalls.
Elective care conference: the Endoscopy Improvement ProgrammeNHS Improvement
The document discusses issues with endoscopy capacity and performance at 3 sites. It notes high demand, a large diagnostic backlog, and failing targets for urgent cancer referrals. Various operational issues are contributing to problems. The general manager and others are working to improve performance using quality improvement methods, including analyzing capacity and demand data with a business intelligence specialist. Their efforts include identifying constraints, increasing flexibility, and gaining additional temporary capacity. Ongoing monitoring of key metrics will be important to guide further improvements.
Elective Care Conference: using the IST capacity and demand toolNHS Improvement
The document discusses the experience of Ipswich Hospital NHS Trust in using the IST capacity and demand modeling tools. Key points include:
1) The tools require careful planning, clinical input, and support from operational and IT leads to ensure accurate data is entered.
2) Assumptions made when building the models should be well documented.
3) The outputs have helped the trust understand capacity issues, develop business cases, and incorporate capacity planning into routine operations.
4) Future use would involve clearer timelines, more clinical involvement, and better documenting of assumptions.
Elective Care Conference: system wide approach to improving cancer waiting ti...NHS Improvement
The document discusses the London Cancer Alliance's system-wide approach to improving cancer waiting times performance across North West and South London. It provides an overview of the Alliance's performance monitoring and pathway improvement initiatives. Tumor-specific data is analyzed to identify areas for targeted improvement work. Scorecards with key metrics are used to monitor performance at both the alliance and trust levels, and tumor pathway groups meet regularly to address issues. The goal is continued standard achievement through embedded data analysis and clinical engagement in pathway redesign.
Elective care conference: rules recap & effective management of diagnostic wa...NHS Improvement
The document summarizes rules around diagnostic waiting times in the UK NHS and provides strategies for effectively managing those waiting times. It discusses patients' rights to access NHS services within maximum waiting times. It then reviews key parts of the patient pathway including referrals, diagnostics, and follow-up appointments. The document highlights the importance of the 6-week diagnostic target. It includes a quiz on the material. Finally, it outlines approaches for effectively managing diagnostic waits such as understanding capacity and demand, workforce issues, utilizing resources efficiently, having a sustainable plan, reducing variability, using data to track performance, and addressing organizational culture.
Elective Care Conference: the elective care approach at Royal Free London NHS...NHS Improvement
The Royal Free London NHS Foundation Trust faced challenges with elective care standards due to legacy issues from two merged trusts, including a backlog of 1.8 million pathways requiring validation and no capacity planning model. To address this, they established a governance structure headed by the CEO and COO, carried out clinical harm reviews, and developed a systematic recovery plan involving centralized validation, real-time monitoring, outsourcing, and training. Their successes included validating pathways, developing e-learning, and establishing an outsourcing team, allowing them to meet elective care standards again.
Elective Care Conference: welcome and opening addressNHS Improvement
This document provides an agenda and overview for the Fourth National Elective Care Conference on April 20th, 2016. The conference aims to showcase best practices in elective care management, provide opportunities for input to shape NHS Improvement priorities, and allow networking. The agenda includes keynote speeches, workshops on RTT, diagnostics, and cancer over three sessions, and an opportunity to provide feedback. Lunch and refreshments will be provided.
Elective Care Conference: the role of the MDT coordinator role NHS Improvement
The role of the MDT Coordinator is to support multidisciplinary team meetings for cancer care. Coordinators prepare for meetings, record discussions, and collect mandatory data on waiting times and patient outcomes. They ensure the efficient running of often fast-paced meetings and act as the main point of contact between the MDT and various clinical teams and databases. Outside of meetings, coordinators manually input a large amount of data from different systems and build relationships across the cancer care network to facilitate information sharing. Effective coordination requires managing workload and coverage for multiple specialties with varying requirements.
Elective care conference: imaging demand and capacity NHS Improvement
The document summarizes the results of demand and capacity modeling done for radiology services at Bradford Teaching Hospitals NHS Foundation Trust. The modeling found current deficits between 239-290 CT slots and 28-83 MRI slots per week to meet demand at the 65th-85th percentiles. For CT, there is also a backlog of 176-241 patients that requires clearing. The conclusions are that measuring demand, capacity, activity and backlog allows identification of bottlenecks and focus of improvement efforts, and justification of capital investments or alternate solutions to address shortfalls.
Elective care conference: the Endoscopy Improvement ProgrammeNHS Improvement
The document discusses issues with endoscopy capacity and performance at 3 sites. It notes high demand, a large diagnostic backlog, and failing targets for urgent cancer referrals. Various operational issues are contributing to problems. The general manager and others are working to improve performance using quality improvement methods, including analyzing capacity and demand data with a business intelligence specialist. Their efforts include identifying constraints, increasing flexibility, and gaining additional temporary capacity. Ongoing monitoring of key metrics will be important to guide further improvements.
Elective Care Conference: using the IST capacity and demand toolNHS Improvement
The document discusses the experience of Ipswich Hospital NHS Trust in using the IST capacity and demand modeling tools. Key points include:
1) The tools require careful planning, clinical input, and support from operational and IT leads to ensure accurate data is entered.
2) Assumptions made when building the models should be well documented.
3) The outputs have helped the trust understand capacity issues, develop business cases, and incorporate capacity planning into routine operations.
4) Future use would involve clearer timelines, more clinical involvement, and better documenting of assumptions.
Elective Care Conference: system wide approach to improving cancer waiting ti...NHS Improvement
The document discusses the London Cancer Alliance's system-wide approach to improving cancer waiting times performance across North West and South London. It provides an overview of the Alliance's performance monitoring and pathway improvement initiatives. Tumor-specific data is analyzed to identify areas for targeted improvement work. Scorecards with key metrics are used to monitor performance at both the alliance and trust levels, and tumor pathway groups meet regularly to address issues. The goal is continued standard achievement through embedded data analysis and clinical engagement in pathway redesign.
Elective care conference: theory of Patient Administration System ImplementationNHS Improvement
The document summarizes the challenges of implementing a new patient administration system (PAS) at an acute NHS Trust. It discusses the implementation process, system functionality requirements, and lessons learned from replacing the PAS system at Derby Teaching Hospitals NHS Foundation Trust. Key challenges included extensive data migration, rewriting numerous interfaces, training large numbers of staff, and addressing significant post go-live issues around data quality, reporting accuracy, and operational pressures on staff. Careful planning and testing of processes, as well as dedicated post go-live support, are emphasized as important to successfully replacing a critical PAS system.
Elective care conference: recovery planning & trajectory developmentNHS Improvement
The document discusses the need for RTT (referral to treatment) recovery planning at CUHFT (Cambridge University Hospitals NHS Foundation Trust). It provides background on the trust's failure to meet the 92% RTT incomplete standard since December 2014. The causes of the deterioration in performance are examined, including issues with data quality following a new IT system, planned activity reductions during the system implementation, and continuing pressure on resources from increased demand and constrained capacity. An overview of the session on RTT recovery planning then outlines exploring why the trust is failing to meet targets, action planning, trajectory setting, financial consequences, stakeholder agreement, and monitoring the plan.
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.
Elective Care Conference: getting buy in to improve performanceNHS Improvement
This document discusses improving performance through collaboration between commissioners and providers. It argues that both sides must work together, as each has some responsibility, knowledge, and ability to solve problems, but no single group has all the answers. The old model of thinking performance is just one group's responsibility is outdated. The new model requires all groups to take responsibility and work together through open dialogue and data sharing to reduce referrals and wait times, as patients expect a collaborative approach. This partnership in Leicester led to meeting referral and cancer backlog targets through a focus on practical solutions over political issues and an atmosphere of support between partners.
New Models of General Practice: Practical and policy lessonsNuffield Trust
Nuffield Trust policy researchers Rebecca Rosen and Stephanie Kumpunen present findings from our upcoming report on large scale general practice models.
Extended Primary Care Access in Southwark Nuffield Trust
Dr Lauren Parry, Improving Health; Rebecca Dallmeyer, Quay Health Solutions and Hayley Sloan, NHS Southwark CCG present on their Extended Primary Care Access programme.
The document outlines the challenges facing general practice in the UK, including increased workload, an aging population with more complex needs, and declining GP morale. It then summarizes the General Practice Forward View, which includes £2.4 billion in additional annual funding by 2020-21, expanding the primary care workforce by 5,000 doctors and 5,000 other staff, reducing practice burdens, improving technology and infrastructure, and redesigning care. The key actions focus on accelerating funding, expanding and supporting staffing, reducing burdens, improving the estate and technology, and providing improvement support to practices.
The document discusses oversight of quality within primary care in Leicester, Leicestershire and Rutland Clinical Commissioning Groups (LLR CCGs). It outlines existing quality arrangements including peer review and executive leads. New opportunities from co-commissioning are developing quality indicators and a dashboard. Stakeholders have been involved to ensure consistency. The Primary Care Co-Commissioning Committee oversees commissioning and reviews the quality dashboard monthly. Escalation processes are in place where outlier practices are identified or individual practitioner issues arise. Data sources include QOF, CQC standards, and patient feedback. Practice engagement is sought on the dashboard.
The document discusses getting co-production right in health services. It describes a health and care voluntary sector program that aims to improve services and promote well-being. It also summarizes presentations on introducing co-production, a patient perspective on co-production, monitoring mental health services through user involvement, user-driven commissioning, and making disability an asset in the workplace. The document advocates for equal partnerships between organizations and service users.
Greater Manchester's visionary approach to integrated care
Delivered by the Greater Manchester Health and Social Care Partnership
Day Two, Pop-up University 8, 16.00
The document discusses the digital health agenda and strategy for collecting, aggregating, and analyzing patient data across the NHS. It makes the following key points:
1) The NHS interacts with over 1 million patients every 36 hours, and the goal is to capture data from each interaction, convert it to digital format, and aggregate it.
2) This aggregated data can be analyzed to generate knowledge that improves patient outcomes, addresses sustainability challenges, and enhances the healthcare system.
3) A digital maturity program called "Paperless 2020" provides the strategy, which includes standards for data sharing, security, analytics and other domains to realize this vision.
by Esther Ridsdale from Health & Social Care Information Centre shown at the 1st Lean Healthcare Forum 2006 on 25th June 2006 ran by the Lean Enterprise Academy
This document summarizes the partnership between the National Institute for Health Research (NIHR) and industry to support clinical research and innovation in the UK. Key points:
- NIHR invests over £1 billion annually in research infrastructure including clinical trials facilities to support industry partnerships and clinical research.
- In 2015/16 this infrastructure supported over 11,000 studies, recruited over 320,000 patients, and resulted in over 1,300 collaborations and 576 partnerships with industry worth £149.7 million.
- Examples are provided of NIHR funding programs that support translational research and adoption of novel technologies, helping to bridge the "valley of death" between research and commercialization.
This document discusses how the Healthcare Quality Improvement Partnership (HQIP) supports quality improvement through various programs and tools. HQIP manages the National Clinical Audit Programme which includes 34 national audits across different clinical areas. It also oversees other national programmes focused on specific topics like learning disabilities. HQIP helps align quality improvement programs with NICE guidance and standards. Tools like clinical audits and the Quality Standard Service Improvement Template help providers assess current practice against standards and plan improvements. NICE guidance and quality standards can support quality improvement when implemented using these resources.
Evaluating new models of care: Improvement Analytics UnitNuffield Trust
Martin Caunt, Improvement Analytics Unit Project Director and NHS England and Adam Steventon, Director of Data Analytics at The Health Foundation share insights into how they have approached evaluating new models of care.
Providing actionable healthcare analytics at scale: Insights from the Nationa...Nuffield Trust
Christopher Boulton, Falls and Fragility Fracture Audit Programme Manager at the Royal College of Physicians and Rob Wakeman, Clinical Lead for Orthopaedic Surgery at the National Hip Fracture Database talk about what they have learned by analysing the national hip fracture database.
How to write your business plan - Rob Moffat, Balderton CapitalRob Moffat
This document provides guidance on how to write an effective business plan for a software or internet startup. It recommends including sections on the problem being solved, the proposed solution, competitors and why the solution wins, the size of the market opportunity, unit economics to show how the business can be profitable, and the necessary product, team, and capital. It also recommends including milestones to test assumptions and guide progress. The document provides examples and discusses key factors to consider within each section, such as defining the problem as an unmet need or want, conducting a bottom-up market sizing, and establishing that unit economics allow acquiring customers profitably. It emphasizes testing plans through customer and investor feedback and with minimum viable products.
Construction buisness people silhouettes power point slides and ppt diagram t...SlideTeam.net
This document provides instructions for editing business silhouette images in PowerPoint. It explains how to ungroup objects, change their size, color, and orientation. The document encourages downloading more images from the provided website to enhance presentations and capture audiences. It offers step-by-step guidance for customizing silhouettes in PowerPoint.
Elective care conference: theory of Patient Administration System ImplementationNHS Improvement
The document summarizes the challenges of implementing a new patient administration system (PAS) at an acute NHS Trust. It discusses the implementation process, system functionality requirements, and lessons learned from replacing the PAS system at Derby Teaching Hospitals NHS Foundation Trust. Key challenges included extensive data migration, rewriting numerous interfaces, training large numbers of staff, and addressing significant post go-live issues around data quality, reporting accuracy, and operational pressures on staff. Careful planning and testing of processes, as well as dedicated post go-live support, are emphasized as important to successfully replacing a critical PAS system.
Elective care conference: recovery planning & trajectory developmentNHS Improvement
The document discusses the need for RTT (referral to treatment) recovery planning at CUHFT (Cambridge University Hospitals NHS Foundation Trust). It provides background on the trust's failure to meet the 92% RTT incomplete standard since December 2014. The causes of the deterioration in performance are examined, including issues with data quality following a new IT system, planned activity reductions during the system implementation, and continuing pressure on resources from increased demand and constrained capacity. An overview of the session on RTT recovery planning then outlines exploring why the trust is failing to meet targets, action planning, trajectory setting, financial consequences, stakeholder agreement, and monitoring the plan.
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.
Elective Care Conference: getting buy in to improve performanceNHS Improvement
This document discusses improving performance through collaboration between commissioners and providers. It argues that both sides must work together, as each has some responsibility, knowledge, and ability to solve problems, but no single group has all the answers. The old model of thinking performance is just one group's responsibility is outdated. The new model requires all groups to take responsibility and work together through open dialogue and data sharing to reduce referrals and wait times, as patients expect a collaborative approach. This partnership in Leicester led to meeting referral and cancer backlog targets through a focus on practical solutions over political issues and an atmosphere of support between partners.
New Models of General Practice: Practical and policy lessonsNuffield Trust
Nuffield Trust policy researchers Rebecca Rosen and Stephanie Kumpunen present findings from our upcoming report on large scale general practice models.
Extended Primary Care Access in Southwark Nuffield Trust
Dr Lauren Parry, Improving Health; Rebecca Dallmeyer, Quay Health Solutions and Hayley Sloan, NHS Southwark CCG present on their Extended Primary Care Access programme.
The document outlines the challenges facing general practice in the UK, including increased workload, an aging population with more complex needs, and declining GP morale. It then summarizes the General Practice Forward View, which includes £2.4 billion in additional annual funding by 2020-21, expanding the primary care workforce by 5,000 doctors and 5,000 other staff, reducing practice burdens, improving technology and infrastructure, and redesigning care. The key actions focus on accelerating funding, expanding and supporting staffing, reducing burdens, improving the estate and technology, and providing improvement support to practices.
The document discusses oversight of quality within primary care in Leicester, Leicestershire and Rutland Clinical Commissioning Groups (LLR CCGs). It outlines existing quality arrangements including peer review and executive leads. New opportunities from co-commissioning are developing quality indicators and a dashboard. Stakeholders have been involved to ensure consistency. The Primary Care Co-Commissioning Committee oversees commissioning and reviews the quality dashboard monthly. Escalation processes are in place where outlier practices are identified or individual practitioner issues arise. Data sources include QOF, CQC standards, and patient feedback. Practice engagement is sought on the dashboard.
The document discusses getting co-production right in health services. It describes a health and care voluntary sector program that aims to improve services and promote well-being. It also summarizes presentations on introducing co-production, a patient perspective on co-production, monitoring mental health services through user involvement, user-driven commissioning, and making disability an asset in the workplace. The document advocates for equal partnerships between organizations and service users.
Greater Manchester's visionary approach to integrated care
Delivered by the Greater Manchester Health and Social Care Partnership
Day Two, Pop-up University 8, 16.00
The document discusses the digital health agenda and strategy for collecting, aggregating, and analyzing patient data across the NHS. It makes the following key points:
1) The NHS interacts with over 1 million patients every 36 hours, and the goal is to capture data from each interaction, convert it to digital format, and aggregate it.
2) This aggregated data can be analyzed to generate knowledge that improves patient outcomes, addresses sustainability challenges, and enhances the healthcare system.
3) A digital maturity program called "Paperless 2020" provides the strategy, which includes standards for data sharing, security, analytics and other domains to realize this vision.
by Esther Ridsdale from Health & Social Care Information Centre shown at the 1st Lean Healthcare Forum 2006 on 25th June 2006 ran by the Lean Enterprise Academy
This document summarizes the partnership between the National Institute for Health Research (NIHR) and industry to support clinical research and innovation in the UK. Key points:
- NIHR invests over £1 billion annually in research infrastructure including clinical trials facilities to support industry partnerships and clinical research.
- In 2015/16 this infrastructure supported over 11,000 studies, recruited over 320,000 patients, and resulted in over 1,300 collaborations and 576 partnerships with industry worth £149.7 million.
- Examples are provided of NIHR funding programs that support translational research and adoption of novel technologies, helping to bridge the "valley of death" between research and commercialization.
This document discusses how the Healthcare Quality Improvement Partnership (HQIP) supports quality improvement through various programs and tools. HQIP manages the National Clinical Audit Programme which includes 34 national audits across different clinical areas. It also oversees other national programmes focused on specific topics like learning disabilities. HQIP helps align quality improvement programs with NICE guidance and standards. Tools like clinical audits and the Quality Standard Service Improvement Template help providers assess current practice against standards and plan improvements. NICE guidance and quality standards can support quality improvement when implemented using these resources.
Evaluating new models of care: Improvement Analytics UnitNuffield Trust
Martin Caunt, Improvement Analytics Unit Project Director and NHS England and Adam Steventon, Director of Data Analytics at The Health Foundation share insights into how they have approached evaluating new models of care.
Providing actionable healthcare analytics at scale: Insights from the Nationa...Nuffield Trust
Christopher Boulton, Falls and Fragility Fracture Audit Programme Manager at the Royal College of Physicians and Rob Wakeman, Clinical Lead for Orthopaedic Surgery at the National Hip Fracture Database talk about what they have learned by analysing the national hip fracture database.
How to write your business plan - Rob Moffat, Balderton CapitalRob Moffat
This document provides guidance on how to write an effective business plan for a software or internet startup. It recommends including sections on the problem being solved, the proposed solution, competitors and why the solution wins, the size of the market opportunity, unit economics to show how the business can be profitable, and the necessary product, team, and capital. It also recommends including milestones to test assumptions and guide progress. The document provides examples and discusses key factors to consider within each section, such as defining the problem as an unmet need or want, conducting a bottom-up market sizing, and establishing that unit economics allow acquiring customers profitably. It emphasizes testing plans through customer and investor feedback and with minimum viable products.
Construction buisness people silhouettes power point slides and ppt diagram t...SlideTeam.net
This document provides instructions for editing business silhouette images in PowerPoint. It explains how to ungroup objects, change their size, color, and orientation. The document encourages downloading more images from the provided website to enhance presentations and capture audiences. It offers step-by-step guidance for customizing silhouettes in PowerPoint.
Writing the Speech/News Conference Story - Professor Linda Austin - National ...Linda Austin
This presentation helps journalism students organize a speech or news conference story. It was created by Professor Linda Austin to help her introductory reporting and journalism ethics students at the National Management College in Yangon, Burma.
A business plan outlines the vision, goals, strategies and plan of action for a business. Most businesses fail because they do not develop a business plan. A business plan is essential to define the vision and goals of the business along with strategies and actions needed to achieve success.
KCMA's 28th Annual Management Conference, Exhibition and Plant Tours, October...KCMAorg
The document discusses KCMA's 28th Management Conference, Exhibition and Plant Tours. It will include a management conference, exhibition, and opportunities to tour local plants. The event provides opportunities for professional development, learning, and networking in management and operations.
3rd Annual International Conference on Communication and Management (ICCM2017)Dr Margarita Kefalaki
The 3rd Annual International Conference on Communication and Management (ICCM2017) will be held from April 24-27, 2017 in Athens, Greece. The conference aims to bring together academics, students, researchers, and professionals from different disciplines and backgrounds to present work, communicate, and collaborate. Abstracts can be submitted by January 10, 2017 for consideration, with acceptance notifications sent within one week. Accepted papers will be published in the conference proceedings. The registration fee is 300 euros and includes meals and cultural activities. Topics will include communication, management, marketing and related disciplines.
The graduation ceremony had three parts. In part one, the host welcomed guests and the graduates marched in. Part two included dance and drama performances by younger students and graduates. The undergraduates gave messages of inspiration to the graduates. In part three, graduates received their certificates from teachers as their names were called. They performed a final dance number together before the hosts closed the ceremony, congratulating the graduates.
Business Plan Presentation Template - A FlackVentures ExampleKate Pynn
This business plan presentation template outlines the key elements to include when presenting a business plan, such as the company's mission statement, management team details, market analysis, product or service opportunities, competition, five-year goals and objectives, three-year financial projections, resource requirements, risks and rewards, and any key issues that need resolution. The template provides guidance on the type of information to present for each section to clearly communicate the company's vision, strategy, and financial expectations to stakeholders.
This document provides information about starting a catering business and managing expenses. It discusses selecting a catering type, creating menus, securing supplies and space, obtaining licenses, and marketing. Specific details are given about the Glorious Food catering business in Bangalore, including its focus on Indian weddings since 2011. The document also describes how Glorious Food uses management tools to analyze menu items, prices, staff salaries and bonuses, equipment expenses, and business performance compared to profit targets in order to efficiently operate their catering business.
The document provides the welcome speech and introduction for an annual school function. It acknowledges guests and announces that there will be a lamp lighting ceremony conducted as a tribute to Saraswati, the goddess of knowledge. It then provides details about Saraswati and her significance. The document outlines the various performances and events that will take place, including dances, plays, and a yoga demonstration. It closes by referencing the school anthem.
This speech welcomes guests to the school's annual day celebration and provides an overview of the past academic year. It discusses the school's growth over the past 9 years, with the first batch of class 10 students giving their board exams. It highlights the school's academic achievements, with most students expected to achieve high marks. It also notes challenges faced over the year, but says the school learned from these experiences. It concludes by looking forward to continued improvement and defining goals for the upcoming year focused on responsibility and accountability.
1) The document outlines the program for a seminar, including introductions by MCs Brian and Maneca, the national anthem, opening remarks, introduction of the guest speaker Carmella Salonga, the seminar proper, snacks, awarding of certificates, closing remarks, and the CvSU hymn.
2) Various participants like Marvin Vasquez, Marivic Gallanosa, and Don Kristopher Noble will give opening remarks, introduce the speaker, and provide closing remarks respectively.
3) Brian and Maneca thank all attendees for participating in the seminar and making it a successful event.
1) The document summarizes the Merit Day ceremony of Mar Bselios Christian College of Engineering & Technology (MBC). Various dignitaries and top ranking students of MBC were honored and awarded.
2) A seminar on the 'Challenges of Technical Education in Kerala' was presented. The keynote address highlighted issues like unemployment among educated graduates and increasing demand for general higher education institutions.
3) Top ranking students from various departments who secured first class with distinction were awarded. The director and principal of MBC delivered messages congratulating the students. The ceremony concluded with a vote of thanks.
This document summarizes a high school ball event held by Gaudete Study Center. It describes the opening remarks and prayers led by students. Performances included dances from junior and senior students, as well as the announcement of prom king, queen, and other awards. The event highlights bringing together former classmates who have gone on to successful careers. It concludes with hopes for the students' continued success in the future.
IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino U...GuíaSalud
IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia). Ponente: Steve Sparks. Director Asociado del Equipo de Trabajo y Especialista en Implementación del Suoreste de Inglaterra en el NICE (National Institute for Health and Care Excellence).
Sharing and Learning Together to Deliver High Quality End of Life Care for AllNHS Improving Quality
Sharing and Learning Together to Deliver High Quality End of Life Care for All
Presentations from the Sharing and Learning Together to Deliver High Quality End of Life Care for All event held on
Tuesday 24 June 2014, Congress Centre, London, WC1B 3LS
#nhsiqeolcare
The document provides an overview of the Care Quality Commission (CQC), which regulates health and social care services in England. It summarizes CQC's role in registering, monitoring, inspecting, and rating providers. It then discusses findings from CQC inspections of GP practices in Greater Manchester, noting that most provide good or outstanding care but some require improvement. The document highlights characteristics of practices rated outstanding or inadequate and concludes by challenging primary care services to improve governance, learning from incidents, and access to care.
“Decisions of value – how the NHS can balance quality and finance in decision-making”
NHS decision-makers have to balance the priorities of quality improvement and financial sustainability, in other words they have to deliver value. This balancing act is increasingly challenging as the demands on the NHS change and grow, with more expected within an ever tighter budget. Decisions of Value is a project commissioned by the Department of Health and led jointly by the Academy of Medical Royal Colleges and the NHS Confederation. It has spent six months studying what influences how decisions are made and brings together a large amount of research to show how factors such as relationships, behaviours and environment influence the value delivered, extending beyond Whitehall to the front line.
The project’s findings have recently been published and emphasise the importance of the cultural, rather than structural, changes needed to move towards delivering better value and look at how they rely on having the right relationships, behaviours and environments in place. It presents insights into how people interact in the NHS and the crucial factors affecting how they operate within a particular context. In many cases, it indicates a ‘back to basics’ approach that involves a fundamental understanding of how humans interact and operate. As such, it doesn’t look to define good decisions, but rather gives an insight into the principles of good decision-making.
For more information, please see: http://www.nhsconfed.org/decisions-of-value
A national learning event took place in June 2014, to explore how best to present data from the Cancer Patient Experience Survey (CPES) in order to drive improvement.
Outcomes from the event will help to shape the future presentation of CPES data, so that it is more accessible and easier for professionals and the public to use and interpret.
The event was held by NHS Improving Quality's Experience of Care team, in partnership with Macmillan Cancer Support, and NHS England's Insight team, to bring together cancer managers, lead nurses and lead clinicians. They heard from speakers including patient Bonnie Green, Ben Page, chief executive of Ipsos Mori, and Sean Duffy, National Clinical Director for cancer. Delegates also undertook group activity looking at the barriers that exist in translating data into improvement, and tailoring data for the right audiences.
The event forms part of NHS Improving Quality's wider work with NHS England looking at how the NHS is using the CPES data to reduce variation in the cancer patient experience. CPES, part of the national survey programme commissioned by NHS England, generates data and insight into the experiences of cancer patients.
- See more at: http://www.nhsiq.nhs.uk/news-events/news/using-insight-data-to-improve-patient-experience.aspx#sthash.Yh1yiQ6y.dpuf
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
This document summarizes a meeting of the HOPE Network, which aims to provide learning and support for patient experience leads. The first part outlines the goals of establishing the network and identifying common needs. Participants discussed four challenges: how to share ideas and solutions; how the network could support skills development; opportunities to learn from experts; and how the network could influence policy. Suggestions included establishing an online resource bank, webinars, mentoring, and collaborating with outside organizations. The goal is for the network to help improve patient experience through shared learning.
This document discusses a 3-year pilot project commissioned by the Department of Health to improve healthcare access for people with learning disabilities. The project partners Mencap and 4 Clinical Commissioning Groups to provide training to GP practices on making reasonable adjustments. It involves 62 volunteers working with 72 practices across 4 pilot sites. The training covers learning disability awareness, communication, reasonable adjustments, and accessible information. Evaluation shows the training is well-received and effective in changing practice. The document discusses measuring the impact of volunteering through various outcomes like lives saved and changing attitudes. It emphasizes using both quantitative and qualitative data to demonstrate impact.
Bringing knowledge to bear: MK revised Feb 2011 v7suelb
This document summarizes a presentation on knowledge management and its application to healthcare commissioning.
The presentation covers:
1) An introduction to knowledge management and the speakers.
2) An overview of how knowledge management can be applied, from applying existing knowledge to continuing to learn.
3) An example of how data on referrals is being used to improve referrals management.
4) A discussion of how knowledge management supports various stages of the commissioning process.
5) A librarian discusses resources for sourcing evidence to inform clinical practice and commissioning decisions.
The overall message is that systematically capturing and sharing knowledge can improve healthcare outcomes and save costs by ensuring the right knowledge reaches decision-makers
Bringing knowledge to bear in a primary care organisaiton Feb 2011suelb
This document summarizes a presentation on knowledge management and its application to healthcare commissioning.
The presentation covers:
1) An introduction to knowledge management and the speakers.
2) An overview of how knowledge management can be applied, from applying existing knowledge to continuing to learn.
3) An example of how data on referrals is being used to improve referrals management.
4) A discussion of how knowledge management supports commissioning activities from establishing methodologies to ongoing learning.
5) A library specialist discusses tools for putting evidence into practice.
The overall message is that systematically capturing and sharing knowledge can improve healthcare outcomes and save costs.
NIHR CLAHRC East Midlands Annual Meeting 2015 presentations - Day 1CLAHRC-NDL
The document provides an overview of the NIHR infrastructure for supporting applied health research in the UK. It discusses how the NIHR was established to improve health outcomes through advancing research, improving NHS care through research participation, strengthening the UK's international research position, and driving economic growth. The NIHR aims to overcome past problems like a lack of research incentives in the NHS, low applied evidence bases, and difficulties developing sustainable research capacity. It created a national health research system to integrate patients, the NHS, universities, investigators and other stakeholders.
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
Using simulation to drive changes in health and care - long term conditions Year of Care model
Bev Matthews and Claire Cordeaux
Presentation from Day 1 of the Health and Care Innovation Expo 2014, Manchester Central
The document discusses revalidation for doctors in the UK. It explains that revalidation is a process intended to promote improvements in patient safety and quality of care. As part of revalidation, doctors must participate in annual appraisals and provide supporting information on their continuing professional development, quality improvement activities, significant events, colleague and patient feedback, and compliments or complaints. Practice managers have an important role in supporting revalidation by helping doctors collect this information and ensuring practice systems are in place to facilitate the revalidation process.
Navigating the New Emergency Preparedness Rules for Home Health & HospiceJody Moore, MBA, CEM
Originally presented at the NC AHHC 2017 Spring Conference; this presentation reviews key components for the new CMS Emergency Preparedness Rules specific to home health agencies and hospices.
The document provides an overview of the Francis Inquiry report into failings at Mid Staffordshire NHS Foundation Trust. It summarizes the inquiry's key findings and recommendations in areas such as patient care culture, transparency, standards, regulation, leadership, and information sharing. It also outlines actions the NHS Confederation and NHS Employers will take in response to the report, such as member seminars, quality assurance work, and initiatives on dignity in care.
This document provides a summary of Kate Larson's professional experience and qualifications. She currently serves as the Nursing Supervisor for RN Care Coordination at Mayo Clinic Health System in Southeast Minnesota, where she manages the RN care coordinator program and supervises staff. Previously she worked as a registered nurse in various clinical roles at Mayo Clinic for over 15 years. She holds a Bachelor of Science in Nursing and a Master of Arts in Nursing, and has participated in many quality improvement projects, committees, and presentations throughout her career.
Similar to Elective Care Conference: keynote speech from Adam Sewell-Jones (20)
This document provides rationales and summaries for 15 references related to the prevention of urinary tract infections (UTIs). The references discuss factors like asymptomatic bacteriuria, antimicrobial treatment, genital hygiene practices, sexual activity, fluid intake, constipation, post-menopausal status, and use of D-mannose or estradiol treatments that may impact risk of UTIs. Many of the references are randomized controlled trials or literature reviews that aim to determine effective prevention strategies and risk factors for recurrent UTIs.
UTI collaborative 28th June 2018 presentations NHS Improvement
This document provides an agenda for an NHS Improvement Urinary Tract Infection Collaborative event on June 28th, 2018. The agenda includes sessions on storyboard feedback, presentations on reducing UTIs through hydration, measurement for improvement, and Plan-Do-Study-Act cycles. There will also be opportunities for panel Q&A and evaluation of the event. The goal is to support collaborative members in using quality improvement tools to reduce healthcare-associated UTIs within their trusts.
This document discusses process mapping as a quality improvement tool. It provides examples of how to create a process map by mapping out the steps in a process and identifying decision points and handoffs. Process maps can be used to analyze a process and identify areas for improvement. The document also shares an example of a collaborative quality improvement project using process mapping that successfully reduced C. difficile infections at a hospital. Through engaging frontline staff and using PDSA cycles, audit data showed isolation compliance and time between infections improved.
This document summarizes the launch event for an NHS Improvement collaborative aimed at reducing urinary tract infections (UTIs) and catheter-associated UTIs. The event covered improvement methodology like driver diagrams and process mapping. Participants learned about collecting baseline data and examples of successful UTI reduction interventions. Teams were tasked with creating a process map and poster to share ideas at the next event. The goal is to reduce UTIs through a collaborative learning process using quality improvement methods.
Presentations from the 1st May 2018 event Gram-negative Bloodstream infections: ensuring board assurance against national standards. Hosted by NHS Improvement and NHS England
We held an improvement collaborative with 19 NHS providers earlier this year to help improve the management of falls in an inpatient setting.
This resource shows case studies of the providers involved in the collaborative.
Falls in hospitals are common, especially among older patients aged 65 and above. Falls can have serious impacts on patient health and experience. There is evidence that falls could be reduced by 25-30% with focused interventions on older patient wards. One goal of the NHS Improvement Falls Collaborative was to encourage a multi-professional focus on falls prevention and reduction.
The document provides updates from the Falls Collaborative on various clinical topics. One topic discussed improving lying and standing blood pressure assessments. National audit results found that only 16% of patients over 65 had these assessments within 3 days of admission, despite recommendations that all over 65 patients should have them. The updates aim to increase awareness of orthostatic hypotension
Elective care conference: MDT workload trackerNHS Improvement
The document discusses an MDT Workload Tracker tool used to help the cancer data manager and staff meet targets and identify gaps. Staff self-assessed their workload using the tracker by completing it in real-time, at the end of each day, or for future planning. The tool identified pros like gaps, justification of staffing, and role clarification, but also cons like flexibility between days. Overall it provided valuable data for configuring staff coverage and procedures across countywide MDTs.
Elective Care Conference: developing & implementing an RTT training strategyNHS Improvement
The document outlines the development and implementation of an RTT (Referral to Treatment) training strategy at NNUH Trust. It discusses:
1) Developing an access policy and standard operating procedures to align with the national RTT standards.
2) Improving RTT reporting to ensure all patients are being tracked appropriately.
3) Creating a training strategy informed by pathway mapping, data quality validation, and staff feedback to outline modules and methods for delivery.
4) Implementing the training strategy with support from senior management and measuring its success through return on investment and improved RTT performance.
Elective Care Conference: demand and capacity in cancer servicesNHS Improvement
Barts Health NHS Trust is the largest NHS trust in the UK, serving over 1.5 million people across five hospitals. It is working to improve its performance against cancer waiting time standards, which have been challenging to meet consistently. A Cancer Performance Management Team was established to develop a Recovery Action Plan, with a focus on improved demand modeling, standardized pathways and processes, competency training for coordinators, and deep dive reviews of challenged tumor types together with clinical commissioning groups. The goal is to sustainably achieve all cancer waiting time targets through strengthened leadership, data quality, and collaborative working across the care system.
ABDOMINAL TRAUMA in pediatrics part one.drhasanrajab
Abdominal trauma in pediatrics refers to injuries or damage to the abdominal organs in children. It can occur due to various causes such as falls, motor vehicle accidents, sports-related injuries, and physical abuse. Children are more vulnerable to abdominal trauma due to their unique anatomical and physiological characteristics. Signs and symptoms include abdominal pain, tenderness, distension, vomiting, and signs of shock. Diagnosis involves physical examination, imaging studies, and laboratory tests. Management depends on the severity and may involve conservative treatment or surgical intervention. Prevention is crucial in reducing the incidence of abdominal trauma in children.
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
Adhd Medication Shortage Uk - trinexpharmacy.comreignlana06
The UK is currently facing a Adhd Medication Shortage Uk, which has left many patients and their families grappling with uncertainty and frustration. ADHD, or Attention Deficit Hyperactivity Disorder, is a chronic condition that requires consistent medication to manage effectively. This shortage has highlighted the critical role these medications play in the daily lives of those affected by ADHD. Contact : +1 (747) 209 – 3649 E-mail : sales@trinexpharmacy.com
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Histololgy of Female Reproductive System.pptxAyeshaZaid1
Dive into an in-depth exploration of the histological structure of female reproductive system with this comprehensive lecture. Presented by Dr. Ayesha Irfan, Assistant Professor of Anatomy, this presentation covers the Gross anatomy and functional histology of the female reproductive organs. Ideal for students, educators, and anyone interested in medical science, this lecture provides clear explanations, detailed diagrams, and valuable insights into female reproductive system. Enhance your knowledge and understanding of this essential aspect of human biology.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...
Elective Care Conference: keynote speech from Adam Sewell-Jones
1. 4th Annual Elective Care Conference
Keynote speech
Adam Sewell-Jones
Executive Director of Improvement
20th April 2016
2. Reflections on the day
• Representatives from all parts of the NHS
• Excellent examples of good practice from all
aspects of elective care
• Sharing of experiences and ideas
• Evidence of collaboration and partnership working
• Obvious commitment of individuals, teams and
Trusts to deliver improvement for patients
4. National elective care priorities
• Consistently meeting NHS Constitution standards, including national access targets - as
individual providers and as a whole sector
• Effective management of winter and other operational pressures
• Integration, collaboration and sharing of good practice
National elective care work streams include:
• Demand and capacity - training on demand and capacity planning, understanding the high
growth in non admitted pathway
• RTT training - development of national web based learning and assessment tool for RTT
and diagnostics
• Data quality - support those that are currently not reporting national data, learning from
these issues and development of example operational tools to manage waiting lists
• Patient access – development of a model access policy and ensure all policies are
compliant with the National rules and the NHS Constitution.
• Development and testing of 28 day faster diagnostics standard for cancer
• Development of guidance and reporting of inter-provider transfers and breach sharing
5. NHS Improvement: who we are
Patient Safety
(from NHS
England)
NHS TDA
Advancing
Change Team
(from NHS
Improving
Quality)
Monitor
Intensive
Support
Teams (from
NHS IMAS)
NHS
Improvement
6. Vision and purpose
Vision:
• Better health, transformed care delivery and sustainable finances
Purpose:
• To support NHS providers and local health systems to improve
We will move towards a model where we:
• support providers and systems first
• hold boards to account against transparent expectations, and a single,
clear definition of success
• intervene only where necessary
7. Building our support offer
NHS
Improvement
Sector sustainability
Supporting short term
operational improvement,
longer term sustainability
solutions and leadership
development
Development support
Provided through NHS
Improvement’s regional teams
and a central Development
team
Faculty of Improvement
Will push forward the
improvement movement
within the NHS
Clinical Network
Engage clinical leaders in the
service to ensure we have
maximum clinical
engagement and support for
our work.
Advancing Change
Team
Provides expertise in change
management capability
development, and supports
NHS staff in the delivery of
change
8. Some shifts in emphasis
• Genuine support for improvement (national and local)
• People working alongside providers – critical friends and supportive
partners
• Supporting local systems in agreeing longer term solutions and delivering
them
• Balance between support and regulation – proportionate regulation and
accountability
• Working closely and collaboratively with other national bodies, especially
NHS England and CQC
• Leadership support, development and succession planning
9. Focus for NHS Improvement
• As many providers as possible achieve “Good” or “Outstanding” CQC ratings
• Aspire to having no providers in Special Measures
• Enable the new care models set out in the Five Year Forward View
• Sustainable achievement of key targets and standards
• Financial control and significant improvements in provider productivity
• Support the development of more effective boards and leaders
10.
11.
12. Your feedback...
Thinking about improvement support to your own organisation…
• What should we do more of?
• What should we do less of?
• What should we start to do / develop?
13. Do more…
• Resources and training
• More
• Different methods (social media, apps)
• Do it once
• Train the trainer and cascade training
• Develop experts in each organisation
• Local events
• Case studies
• National Access Policy
• Sharing of good practice
• Linking organisations together
• Sharing examples, e.g. Royal Free clinic outcome form
• How to engage clinicians
• Chief Executive RTT Forum
• Lessons learnt – to be implemented
14. Do more…
• Support
• Co-ordinate support
• Sustainability reviews
• Mentoring and peer support
• Listening
• CCG understanding
• Expand ISTs
• How to access support – emphasise positive nature of IST support
15. Do less…
• Unrealistic expectations regarding performance improvement
• Knee jerk reactions to performance slips
• Pressure to give the answer wanted rather than what is deliverable
• Endless requests for trajectories and reports
• Meetings which do not add value
• Tools and guidance without communication and demonstrations to Trusts
16. Start to do / develop…
• More tools
• Cancer sustainability
• Demand and capacity, e.g. Follow Up tool, bed base tool
• Standardise demand and capacity modelling
• Strategic planning and forecasting tool
• Development of high impact changes
• Cancer dashboards and KPIs
• Benchmarking
• Different approaches to training
• Online – e-learning for RTT and cancer
• Bite size information on key subjects – Apps
• Specialist devolved support
17. Start to do / develop…
• More clinically led
• Clinical engagement in elective care, including GPs
• Meetings, forums and networks
• Learning and development
• Idea development and exchange
• Personal development
• Networks
• Mentoring and coaching
• ‘Improvement College / Network’
• Development of exemplar sites
• Supporting Trusts to prioritise
• Focus on pathway management
• Engagement of organisational leaders – should this be part of criteria for support?