Max Moullin - “Realising the potential benefits of CI”Alexis May
The document summarizes a presentation about creating a quality culture in the public sector. It discusses definitions of quality, examples of how targets can have unintended consequences, and recommendations for developing a quality culture. Key points include focusing on outcomes rather than activity, managing performance across organizational boundaries, integrating risk management, and developing a culture of continuous improvement rather than blame. The Public Sector Scorecard is presented as a framework that can help by clarifying outcomes, identifying processes and capabilities, developing strategy maps, and integrating performance measurement into learning and improvement.
This document discusses reasons why technology implementation and organizational change initiatives can fail and provides recommendations. It notes that communication, leadership, unclear objectives, underestimating culture, lack of support, and lack of performance measures are six common reasons for failure. It emphasizes that adoption is an emotional decision and recommends focusing communication on work benefits, designing training, prioritizing initiatives, maintaining commitment after launch, and celebrating successes. The document advocates mapping the change journey, engaging stakeholders, identifying new ways of working, and realizing benefits through ongoing review and innovation.
Mike Bell - “The Distinction between Visible and Hidden Processes is Critical...Alexis May
This document discusses different continuous improvement methods including PPI, Six Sigma, and Lean. It provides a comparison of the methods and recommends which may be best suited for different types of organizations and processes. For example, PPI is best for service and administrative processes while Six Sigma works well for high volume manufacturing. The document also provides examples of organizations that have successfully implemented continuous improvement programs.
How leadership thinking impacts decisions and results, pop up uni, 4pm, 2 sep...NHS 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
Motivational Interviewing: The Key to Effective Conversations About ChangeKaiNexus
Presented by Paola Torres, Sr. Performance Improvement Manager at Healthfirst in NYC
Learning objectives:
Become familiar with the spirit, theory, and practice of Motivational Interviewing (MI)
Identify your customer’s readiness for change based on key communication indicators
Learn basic MI communication techniques to help your clients resolve their ambivalence and develop intrinsic motivation to change
Paola Torres
Paola Torres is a Lean Six Sigma Master Black Belt and continuous improvement professional with 17 years of experience in the Healthcare industry. She is currently a Sr. Performance Improvement Manager at Healthfirst in NYC. Prior to joining Healthfirst, she was the Director of Supply Chain Transformation and Integration at NYU Langone Health. As a Lean Six Sigma practitioner and coach, she has led over 40 cross-functional Kaizen/Rapid Improvement Events (RIE) integrating change management concepts and adult learning theory into applied process improvement science. A native of Colombia, she received her BS in Microbiology from Javeriana University in Bogota and MPA in Health Care Management from New York University.
Using Data Visibility to Drive Business PerformanceMicrosolve
A short presentation on the ’10 things you need to get right’ to use data visibility solutions to drive business performance. The author has many years of experience featuring success and failure in this space.
The document discusses the benefits of actively soliciting employee ideas and involvement in improving processes. While many organizations have suggestion programs, most fail because they do not listen to employees or implement their ideas. Some key points are:
- Employees are eager to contribute ideas if organizations will listen and act on them. Small, incremental ideas can have a big impact.
- Large cash rewards can backfire and limit participation, while recognition for participation and implementation is more effective.
- Involving supervisors to evaluate ideas and help implement them is critical to success. Programs should focus on employees' own work and keep the evaluation process simple.
- When done right, employee idea programs can significantly improve engagement, safety, quality
Max Moullin - “Realising the potential benefits of CI”Alexis May
The document summarizes a presentation about creating a quality culture in the public sector. It discusses definitions of quality, examples of how targets can have unintended consequences, and recommendations for developing a quality culture. Key points include focusing on outcomes rather than activity, managing performance across organizational boundaries, integrating risk management, and developing a culture of continuous improvement rather than blame. The Public Sector Scorecard is presented as a framework that can help by clarifying outcomes, identifying processes and capabilities, developing strategy maps, and integrating performance measurement into learning and improvement.
This document discusses reasons why technology implementation and organizational change initiatives can fail and provides recommendations. It notes that communication, leadership, unclear objectives, underestimating culture, lack of support, and lack of performance measures are six common reasons for failure. It emphasizes that adoption is an emotional decision and recommends focusing communication on work benefits, designing training, prioritizing initiatives, maintaining commitment after launch, and celebrating successes. The document advocates mapping the change journey, engaging stakeholders, identifying new ways of working, and realizing benefits through ongoing review and innovation.
Mike Bell - “The Distinction between Visible and Hidden Processes is Critical...Alexis May
This document discusses different continuous improvement methods including PPI, Six Sigma, and Lean. It provides a comparison of the methods and recommends which may be best suited for different types of organizations and processes. For example, PPI is best for service and administrative processes while Six Sigma works well for high volume manufacturing. The document also provides examples of organizations that have successfully implemented continuous improvement programs.
How leadership thinking impacts decisions and results, pop up uni, 4pm, 2 sep...NHS 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
Motivational Interviewing: The Key to Effective Conversations About ChangeKaiNexus
Presented by Paola Torres, Sr. Performance Improvement Manager at Healthfirst in NYC
Learning objectives:
Become familiar with the spirit, theory, and practice of Motivational Interviewing (MI)
Identify your customer’s readiness for change based on key communication indicators
Learn basic MI communication techniques to help your clients resolve their ambivalence and develop intrinsic motivation to change
Paola Torres
Paola Torres is a Lean Six Sigma Master Black Belt and continuous improvement professional with 17 years of experience in the Healthcare industry. She is currently a Sr. Performance Improvement Manager at Healthfirst in NYC. Prior to joining Healthfirst, she was the Director of Supply Chain Transformation and Integration at NYU Langone Health. As a Lean Six Sigma practitioner and coach, she has led over 40 cross-functional Kaizen/Rapid Improvement Events (RIE) integrating change management concepts and adult learning theory into applied process improvement science. A native of Colombia, she received her BS in Microbiology from Javeriana University in Bogota and MPA in Health Care Management from New York University.
Using Data Visibility to Drive Business PerformanceMicrosolve
A short presentation on the ’10 things you need to get right’ to use data visibility solutions to drive business performance. The author has many years of experience featuring success and failure in this space.
The document discusses the benefits of actively soliciting employee ideas and involvement in improving processes. While many organizations have suggestion programs, most fail because they do not listen to employees or implement their ideas. Some key points are:
- Employees are eager to contribute ideas if organizations will listen and act on them. Small, incremental ideas can have a big impact.
- Large cash rewards can backfire and limit participation, while recognition for participation and implementation is more effective.
- Involving supervisors to evaluate ideas and help implement them is critical to success. Programs should focus on employees' own work and keep the evaluation process simple.
- When done right, employee idea programs can significantly improve engagement, safety, quality
Pursuing Zero Harm: A Powerful Platform for Embedding Lean CapabilityKaiNexus
Published on Feb 27, 2019
February 27 from 1:00 - 2:00 ET
Presented by Meghan Scanlon
In this webinar, you will learn:
The strategy behind an organization's True North and setting goals at perfect
The power of safety as a value and how to use it to engage people in improving their work
Critical capabilities you need to develop in your organization on a transformational journey of operational excellence
Megan Scanlon
Meghan Scanlon is a principal of Value Capture, LLC. She has nearly 13 years of experience implementing and sustaining transformational improvements in healthcare organizations. Recently, she helped lead Value Capture’s support of the University of Virginia Health System’s Be Safe performance transformation effort. Previously, she spent 9 years as a Sr. Lean Consultant in Johnson & Johnson’s ValuMetrix Services® organization, where she had a proven track record of driving key operational changes in hospitals and healthcare facilities in North America and Europe.
Megan has extensive experience developing hospital employees from the front line to the C-suite as lean practitioners and change agents, working with cross-functional groups to transform their performance and service levels, developing plans to implement change at all levels of an organization, identifying critical performance measures, and creating management tools needed in order to manage and sustain improvements.
She is skilled at designing and delivering effective training sessions focused on process improvement, change management, and leadership. Prior to her work in ValuMetrix Services®, she spent over 3 years internally within Johnson & Johnson, where she attained her Lean Six Sigma Black Belt applying Process Excellence in the areas of Operations, Supply Chain, and IT.
This slideshow illustrates how to transform the employee suggestion box into a continuous improvement tool that creates opportunities for building problem solving skills.
A company is an organism. It lives and grows. Introducing new strategy into the organism can rejuvenate and strengthen the entire system. It can also choke the system at different points, preventing the organism from thriving. This presentation will help you understand how to avoid and overcome the 7 choke points of strategy implementation.
DECIDE is a research-based solution that features easy-to-digest
tools to help managers and employees immediately make more informed, effective, and confident decisions when it matters most.
The document summarizes the key topics from an employee forum held by the organization in June 2013. It includes feedback from previous forums, an overview of the organization's goals and metrics, ways employees can help achieve the goals, and next steps around action planning based on an employee engagement survey. The document provides updates on goal progress through May 2013 and survey results that identify areas of lower engagement to focus on. Managers will create action plans in an online tool to address engagement priorities and track progress.
A3 Thinking:
A3 thinking is a structured technique of working through problems or opportunities for improvement. The ‘A3’ itself is literally just that: a piece of A3 paper summarising the logical thought processes that have been agreed by the team in defining the opportunity for improvement or solving the problem they face.
Improving systems & creating a continuous improvement culture for high perfor...WINNERS-at-WORK Pty Ltd
Often, we’re too busy to improve our team systems. Yet, better systems and processes are key to better performance. Join me to learn how you can create a culture of continuous improvement in teams easily and effectively.
Continuous Improvement Models and SoftwareKaiNexus
- Proven improvement principles
- Characteristics of a culture of continuous improvement
- Brief demo of the KaiNexus platform (continuous improvement software)
Top performing payroll organizations have a 90% paperless payment distribution rate achieved through encouraging direct deposit, pay cards, and electronic pay statements. In 2009, top performers increased participation in these paperless options by 8% by maintaining a 1:1 ratio between direct deposit and electronic pay statements. Peers increased participation by 9% using the same strategy. While pay cards are growing in popularity, they have not significantly impacted rates yet but can help reach 100% paperless payments by serving unbanked employees. Success requires partnering with HR to enroll employees in paperless options at hiring.
Health care huddle iu health evaluationTyler Wysong
Daily interdisciplinary huddles were implemented at a hospital to improve communication and collaboration among healthcare providers. The researchers observed huddles from several units and interviewed staff. They found that while huddles facilitated information sharing, their effectiveness varied due to inconsistencies in facilitation and participation. Recommendations included using electronic whiteboards to standardize the huddle process, engaging all providers, and incorporating bedside nurses' input. Implementing goal-setting and team-building could help maximize huddles' impact on patient outcomes.
Diversity Management in Financial InsitutionKimmy Chen
The document discusses challenges related to an aging workforce in Germany. It identifies several problems such as a skills gap between older and younger workers, financial constraints that make it difficult to attract new talent, and the lack of long-term planning to address aging issues. Several possible solutions are proposed, including mentorship programs, flexible retirement options, expanding talent searches globally, and creating a more collaborative work environment and culture. The discussion aims to evaluate different approaches and best practices for companies dealing with an aging workforce.
The document discusses several principles for project management including:
1) Different projects require different methodologies based on factors like corporate culture, team makeup, and history.
2) Too much methodology can be burdensome while a little goes a long way, and small teams can be highly effective.
3) Integration is a major factor in deploying systems, and the number of integration points increases greatly with additional systems.
3) Projects dealing with greater risks require more controls, and the potential for damage determines the need for controls.
A leading global financial services company implemented the NeuroLeadership Institute's DECIDE Digital Learning Solution to address unconscious bias impacting business and talent decisions across the company. The pilot program with 311 managers across three divisions achieved outstanding results, with 99% reporting better decision making and understanding of bias. Based on the success of the pilot, the company is expanding the program to other business areas.
This document summarizes a benefits management seminar that was held at the BAWA Health and Leisure Club in Bristol on March 12, 2019. It provides information on the seminar's presenters and an overview of the topics to be covered, including defining benefits management, the benefits management lifecycle, integrating benefits and change management, and using benefits theory. The document also provides examples to illustrate benefits management concepts in the contexts of a digital smart meter program and a youth soccer team's improvement efforts.
Last week, I ran a workshop at Intranatverk with an enthusiastic group of intranet people to cover what is the best publishing model for their intranet. The slides I used for the workshop are available for you to share.
I took this subject from my book ‘Digital success or digital disaster?‘ j.mp/MMDigitalSuccess which covers all the other areas of intranet governance you need to develop when improving how your intranet is managed.
The publishing model you choose needs to meet your organisation’s needs. It also needs to fit within a wider governance framework that includes your publishing roles and responsibilities, standards, and support.
Planning for social care provider failure Ingrid Koehler
This document summarizes a workshop on contingency planning for care provider failures. It finds that many local authorities have experienced residential, domiciliary, or specialist care provider failures in the last year. Most authorities believe more failures are likely in the next 12 months. While some authorities have contingency plans in place, others are less prepared. The document discusses defining different types of failures, when contingencies should be triggered, and elements that should be included in contingency planning guidance and tools to help local authorities better manage provider failures. Next steps include developing a draft guidance document based on workshop feedback and testing.
This document outlines strategies for gaining buy-in for improvement efforts from key stakeholders. It discusses common reasons for lack of buy-in, such as not involving people or understanding their perspectives. The presenter advocates engaging people by focusing on problems that matter to them and involving them in solutions. It also introduces the ADKAR model as a framework for assessing and increasing an individual's readiness for change along five dimensions: awareness, desire, knowledge, ability, and reinforcement. The goal is to choose initiatives that people will support because they helped create them.
Elevating Well-Being as a Business Strategy with NWILimeade
Research shows a clear connection to business results, but even the best programs remain siloed, underutilized, and are often the first to get cut when budgets tighten. In this session, learn how to elevate your well-being program as a business imperative through strategic planning, bridge-building, and thoughtful analytics.
Managing Global Teams remotely by Aun CommunicationEmilyPalmer47
This document provides guidance for managing global teams remotely. It discusses challenges of remote work such as time differences and cultural misunderstandings. It advises over-communicating, using video conferencing, trusting teams, and having non-work conversations to build relationships. A three-step approach is outlined: 1) reframe your role to focus on outcomes rather than face-to-face replication, 2) plan all communications, and 3) regularly check-in with ("garden") team members. Using communication strengths like reading silence, gathering consensus, and prioritizing relationships is also recommended. The document is from a company providing global communication consulting and coaching services.
1.4 - Working at scale - lessons learnt from the front lineNHS England
This document discusses lessons learned from working at scale to build GP hubs. It outlines the speaker's intentions to understand developments across the country, key learning points, and discuss next steps and support. It then provides context on the speaker's organization and its partnership with local practices. Working at scale is seen as primary care's future but also faces challenges with trust, engagement, and time pressures. The speaker's journey developing workflows and hubs is discussed, showing impact on practices and how data, local leaders, communication and learning were key. Resources are provided for further information.
Pursuing Zero Harm: A Powerful Platform for Embedding Lean CapabilityKaiNexus
Published on Feb 27, 2019
February 27 from 1:00 - 2:00 ET
Presented by Meghan Scanlon
In this webinar, you will learn:
The strategy behind an organization's True North and setting goals at perfect
The power of safety as a value and how to use it to engage people in improving their work
Critical capabilities you need to develop in your organization on a transformational journey of operational excellence
Megan Scanlon
Meghan Scanlon is a principal of Value Capture, LLC. She has nearly 13 years of experience implementing and sustaining transformational improvements in healthcare organizations. Recently, she helped lead Value Capture’s support of the University of Virginia Health System’s Be Safe performance transformation effort. Previously, she spent 9 years as a Sr. Lean Consultant in Johnson & Johnson’s ValuMetrix Services® organization, where she had a proven track record of driving key operational changes in hospitals and healthcare facilities in North America and Europe.
Megan has extensive experience developing hospital employees from the front line to the C-suite as lean practitioners and change agents, working with cross-functional groups to transform their performance and service levels, developing plans to implement change at all levels of an organization, identifying critical performance measures, and creating management tools needed in order to manage and sustain improvements.
She is skilled at designing and delivering effective training sessions focused on process improvement, change management, and leadership. Prior to her work in ValuMetrix Services®, she spent over 3 years internally within Johnson & Johnson, where she attained her Lean Six Sigma Black Belt applying Process Excellence in the areas of Operations, Supply Chain, and IT.
This slideshow illustrates how to transform the employee suggestion box into a continuous improvement tool that creates opportunities for building problem solving skills.
A company is an organism. It lives and grows. Introducing new strategy into the organism can rejuvenate and strengthen the entire system. It can also choke the system at different points, preventing the organism from thriving. This presentation will help you understand how to avoid and overcome the 7 choke points of strategy implementation.
DECIDE is a research-based solution that features easy-to-digest
tools to help managers and employees immediately make more informed, effective, and confident decisions when it matters most.
The document summarizes the key topics from an employee forum held by the organization in June 2013. It includes feedback from previous forums, an overview of the organization's goals and metrics, ways employees can help achieve the goals, and next steps around action planning based on an employee engagement survey. The document provides updates on goal progress through May 2013 and survey results that identify areas of lower engagement to focus on. Managers will create action plans in an online tool to address engagement priorities and track progress.
A3 Thinking:
A3 thinking is a structured technique of working through problems or opportunities for improvement. The ‘A3’ itself is literally just that: a piece of A3 paper summarising the logical thought processes that have been agreed by the team in defining the opportunity for improvement or solving the problem they face.
Improving systems & creating a continuous improvement culture for high perfor...WINNERS-at-WORK Pty Ltd
Often, we’re too busy to improve our team systems. Yet, better systems and processes are key to better performance. Join me to learn how you can create a culture of continuous improvement in teams easily and effectively.
Continuous Improvement Models and SoftwareKaiNexus
- Proven improvement principles
- Characteristics of a culture of continuous improvement
- Brief demo of the KaiNexus platform (continuous improvement software)
Top performing payroll organizations have a 90% paperless payment distribution rate achieved through encouraging direct deposit, pay cards, and electronic pay statements. In 2009, top performers increased participation in these paperless options by 8% by maintaining a 1:1 ratio between direct deposit and electronic pay statements. Peers increased participation by 9% using the same strategy. While pay cards are growing in popularity, they have not significantly impacted rates yet but can help reach 100% paperless payments by serving unbanked employees. Success requires partnering with HR to enroll employees in paperless options at hiring.
Health care huddle iu health evaluationTyler Wysong
Daily interdisciplinary huddles were implemented at a hospital to improve communication and collaboration among healthcare providers. The researchers observed huddles from several units and interviewed staff. They found that while huddles facilitated information sharing, their effectiveness varied due to inconsistencies in facilitation and participation. Recommendations included using electronic whiteboards to standardize the huddle process, engaging all providers, and incorporating bedside nurses' input. Implementing goal-setting and team-building could help maximize huddles' impact on patient outcomes.
Diversity Management in Financial InsitutionKimmy Chen
The document discusses challenges related to an aging workforce in Germany. It identifies several problems such as a skills gap between older and younger workers, financial constraints that make it difficult to attract new talent, and the lack of long-term planning to address aging issues. Several possible solutions are proposed, including mentorship programs, flexible retirement options, expanding talent searches globally, and creating a more collaborative work environment and culture. The discussion aims to evaluate different approaches and best practices for companies dealing with an aging workforce.
The document discusses several principles for project management including:
1) Different projects require different methodologies based on factors like corporate culture, team makeup, and history.
2) Too much methodology can be burdensome while a little goes a long way, and small teams can be highly effective.
3) Integration is a major factor in deploying systems, and the number of integration points increases greatly with additional systems.
3) Projects dealing with greater risks require more controls, and the potential for damage determines the need for controls.
A leading global financial services company implemented the NeuroLeadership Institute's DECIDE Digital Learning Solution to address unconscious bias impacting business and talent decisions across the company. The pilot program with 311 managers across three divisions achieved outstanding results, with 99% reporting better decision making and understanding of bias. Based on the success of the pilot, the company is expanding the program to other business areas.
This document summarizes a benefits management seminar that was held at the BAWA Health and Leisure Club in Bristol on March 12, 2019. It provides information on the seminar's presenters and an overview of the topics to be covered, including defining benefits management, the benefits management lifecycle, integrating benefits and change management, and using benefits theory. The document also provides examples to illustrate benefits management concepts in the contexts of a digital smart meter program and a youth soccer team's improvement efforts.
Last week, I ran a workshop at Intranatverk with an enthusiastic group of intranet people to cover what is the best publishing model for their intranet. The slides I used for the workshop are available for you to share.
I took this subject from my book ‘Digital success or digital disaster?‘ j.mp/MMDigitalSuccess which covers all the other areas of intranet governance you need to develop when improving how your intranet is managed.
The publishing model you choose needs to meet your organisation’s needs. It also needs to fit within a wider governance framework that includes your publishing roles and responsibilities, standards, and support.
Planning for social care provider failure Ingrid Koehler
This document summarizes a workshop on contingency planning for care provider failures. It finds that many local authorities have experienced residential, domiciliary, or specialist care provider failures in the last year. Most authorities believe more failures are likely in the next 12 months. While some authorities have contingency plans in place, others are less prepared. The document discusses defining different types of failures, when contingencies should be triggered, and elements that should be included in contingency planning guidance and tools to help local authorities better manage provider failures. Next steps include developing a draft guidance document based on workshop feedback and testing.
This document outlines strategies for gaining buy-in for improvement efforts from key stakeholders. It discusses common reasons for lack of buy-in, such as not involving people or understanding their perspectives. The presenter advocates engaging people by focusing on problems that matter to them and involving them in solutions. It also introduces the ADKAR model as a framework for assessing and increasing an individual's readiness for change along five dimensions: awareness, desire, knowledge, ability, and reinforcement. The goal is to choose initiatives that people will support because they helped create them.
Elevating Well-Being as a Business Strategy with NWILimeade
Research shows a clear connection to business results, but even the best programs remain siloed, underutilized, and are often the first to get cut when budgets tighten. In this session, learn how to elevate your well-being program as a business imperative through strategic planning, bridge-building, and thoughtful analytics.
Managing Global Teams remotely by Aun CommunicationEmilyPalmer47
This document provides guidance for managing global teams remotely. It discusses challenges of remote work such as time differences and cultural misunderstandings. It advises over-communicating, using video conferencing, trusting teams, and having non-work conversations to build relationships. A three-step approach is outlined: 1) reframe your role to focus on outcomes rather than face-to-face replication, 2) plan all communications, and 3) regularly check-in with ("garden") team members. Using communication strengths like reading silence, gathering consensus, and prioritizing relationships is also recommended. The document is from a company providing global communication consulting and coaching services.
1.4 - Working at scale - lessons learnt from the front lineNHS England
This document discusses lessons learned from working at scale to build GP hubs. It outlines the speaker's intentions to understand developments across the country, key learning points, and discuss next steps and support. It then provides context on the speaker's organization and its partnership with local practices. Working at scale is seen as primary care's future but also faces challenges with trust, engagement, and time pressures. The speaker's journey developing workflows and hubs is discussed, showing impact on practices and how data, local leaders, communication and learning were key. Resources are provided for further information.
Impact practice in the third sector for public health practitionersCatherine A. Greaves
Sharing Impact Practice (outcomes measurement) from third sector (community & voluntary sector) wellbeing projects for public health mental health & alcohol interventions
Are you involved in supporting or leading organisational change? As a result of work within our Mental Health Quality Improvement programme, we have developed a one-page visual roadmap for those involved in supporting or leading organisational change.
Based on well-established quality improvement methodology the roadmap outlines 12 steps that walks you through the central elements required for successful change.
This document provides an overview and summary of a webinar on preparing for and leading a remote workforce. The webinar covers topics such as the benefits of remote work, challenges of transitioning to remote work quickly, best practices for organizational leaders, HR professionals, and remote team members and leaders. It also discusses types of virtual teams, challenges of leading virtual teams, strategies for effective virtual meetings and communications, and a leadership model for planning, preparing, producing results and reviewing performance in remote teams.
Project ECHO QI: Managing Up - Enhancing Your Relationship with LeadersCHC Connecticut
This document provides an overview of a Project ECHO Quality Improvement webinar on managing relationships with leaders. The webinar covered identifying key stakeholders, communicating regularly with senior leaders using clear and concise messaging, aligning quality improvement projects with organizational goals, using data to demonstrate impact, and developing skills to influence others. The webinar included examples of successfully communicating project impacts and examples from a same day access clinic quality project.
TIPS FOR CONDUCTING MULTI-CENTER MEDICAL EDUCATION RESEARCHfnuthalapaty
This document provides tips for conducting multicenter medical education research. It discusses establishing collaborations through defining research questions, obtaining funding, ensuring regulatory compliance, addressing potential detractors, and disseminating results. The key steps include developing a FINER research question, designing the study, securing funding, forming a research collaborative through partnership agreements, obtaining IRB approval, dealing proactively with underperformers, and sharing findings through publications and presentations.
My Health Record & change management webinar katrina otto 230616Katrina Otto
The document discusses change management strategies for implementing digital health records like My Health Record. It provides tips for leading change in a healthcare practice, finding motivators for staff, preparing for the future of digital health, and learning lessons from other implementations. The presentation aims to help practices successfully adopt digital health technologies and improve data quality through change management.
Are you tired of having to constantly force your colleagues through training and development programs that you have worked hard to put together and people don’t even end up using? Imagine instead if you could create training and development programs so effective and engaging that participants and line managers can’t wait to go through and apply.
If you think about it, there is training that we all have experienced that is long-lasting. You have probably learned at some point in your life how to drive a car, swing a golf club, and even ski down a mountain. These are things we never forget. Why can’t business training be the same way?
Learn about the principles behind Training that Sticks, for example:
- How to create programs that are so engaging and practical that participants can’t wait to participate and try what they learn in the field;
- How to support participants in overcoming their challenges and sharing their successes; and
- How to create a self-sustaining community of continuous support among participants.
this presentation, Erika Van Noort, Director of our North American Consulting practice and Steve McDonald, Director of our Networking Business covered with our clients how to get to collaboration success and benefit from true ROI from UC investments:
Why Culture Eats UC&C Strategies for Lunch: We reviewed the findings of Softchoice’s latest study – “Working Hard or Hardly Networking: The Impact of Communications Tools on Employees”. We explored the power of visioning in creating effective UC&C strategies and getting beyond TCO to look at new measures of success.
Cisco vs. Microsoft: The Great Debate: We explored the latest Microsoft and Cisco UC&C solutions and provided the decision making framework on when organizations should choose a particular solution and the pros and cons for each.
The Art of the Possible – Using real life examples, we wrapped up the session discussing how Softchoice is helping clients augment their existing network, voice, presence, IM and video investments to deliver widely adopted collaboration experiences that drive enhanced productivity and new business opportunities.
The use of performance data with innovative marketing and fundraising techniques has driven success in the NFP sector.
See how a variety of organisations have mastered the collection, management and use of program performance data to successfully communicate their community impact.
Total rewards communication & framework overivew 2015Kurt Nelson, PhD
The document discusses The Lantern Group's services for developing total rewards frameworks and communicating incentive compensation plans. It outlines a three-step process for total rewards that includes conducting an audit, incentive plan modeling/testing, and incentive plan communication. The Lantern Group helps clients with the communication piece, developing communication campaigns using workshops, guides, videos and other materials to improve understanding of incentive plans and drive desired behaviors. The goal is to maximize the effectiveness of incentive plans through better communication and alignment with total rewards strategies.
This document outlines an approach to monitoring, evaluation, and learning (MEL) for influencing campaigns and advocacy work. It discusses the importance of MEL for improving strategy and impact. A 6-step approach is presented, beginning with developing a theory of change and measures of success, collecting and analyzing data, and using learning to communicate successes and inform decisions. Examples of MEL plans and frameworks are provided.
This presentation focuses on strategies and tips for effective meetings and facilitation. Designed for the New Jersey Campus Compact and Bonner Foundation VISTA Leaders, it especially covers how young professionals in nonprofit settings might plan and lead meetings that contribute to the mission, effectiveness, and impact of their organizations.
This document provides guidance on writing an effective business case to gain support for proposed organizational projects and changes. It outlines the key components that should be included in a business case, such as an introduction describing the proposed change, reasons for the change, expected outcomes and success criteria, options and costs considered, a recommendation, impact analysis, risk assessment, project plan, and governance structure. The business case is presented as a living document to justify and guide a project from initial approval through completion.
Join the founder and president of TalentMap, as he looks to answer your questions related to the challenges associated with employee engagement in Nonprofit organizations. We explore topics such as: What engagement is and how it differs for Nonprofits; the drivers of employee engagement in Nonprofits, and finally, best case practices and recommendations to improve engagement drivers. To register for a live Webinar,please visit us at TalentMap.com
The document discusses the main challenges of managing multiple care sites and strategies to overcome them. The three key challenges are: 1) Ensuring all sites are compliant with CQC standards, 2) Effective time management across sites with differing priorities, and 3) Meeting both internal and external demands. Strategies proposed to address these include strong communication, prioritization, relationship building with CQC and other stakeholders, and fostering autonomy and innovation within individual sites. Emphasis is placed on leadership, effective communication, and empowering individual sites to excel.
Similar to Managing workload better - document management (20)
The document discusses improving care for people with learning disabilities and autism. It notes that care is not always safe or personalized for these groups. It also states that some trusts have failed to respect people's rights, and there are workforce skills deficits in knowledge of learning disabilities and autism. The Learning Disability Improvement Standards were created to address these issues and reflect principles of person-centered care. The standards aim to tackle health inequalities over the next 10 years and create an evidence base to develop targeted initiatives.
Swimming from the shallows to the deep endNHS England
The document discusses several topics related to flexible working in the NHS:
1) It summarizes that when the NHS was established in 1948, it faced immediate staff shortages, with over 53,000 hospital beds lying empty due to a lack of nursing staff. Despite efforts to increase staffing levels, shortages of around 48,000 nurses remained.
2) It notes that millennials prefer more flexible work arrangements than staying in the same job for 30 years.
3) It describes NHSP's process for evaluating the performance of flexible workers, which includes seeking feedback from Trusts across five quality criteria and identifying workers performing well or in need of skills development.
Co-production, person centredness and leading across organisational boundariesNHS England
This document discusses co-production and person-centered care across organizational boundaries in healthcare. It emphasizes that integrated care involving expertise from various sectors designed based on local needs is more likely to succeed. Successful transformation requires investment in staff, leadership, and co-production with stakeholders. Several case studies showcase co-production approaches used by different NHS trusts to develop innovative services.
Better Births/The Long Term Plan and Safer maternity careNHS England
This document summarizes key priorities and initiatives from the National Maternity Ambition and Long Term Plan to improve safety in maternity care in the UK by 2025. Key areas of focus include reducing stillbirths, neonatal and maternal deaths by 50% by expanding continuity of carer models, improving postnatal physiotherapy access, strengthening infant feeding programs, and providing better integrated mental health support for new mothers. The goals are to address disparities in outcomes and provide safer, higher-quality care for all women and babies.
RCM contribution to supporting the ambitions of LTPNHS England
The Royal College of Midwives (RCM) unveiled its 2019-2024 strategy to support the ambitions of its long-term plan (LTP). The strategy focuses on developing the midwifery workforce through recruiting, training, educating, supporting, and retaining midwives. It also highlights caring for midwives and the launch of an RCM leadership manifesto in 2019 to develop midwifery leaders.
Patient safety, professionalism and accountabilityNHS England
The document discusses a summit on patient safety, professionalism, and accountability led by Matthew McClelland, Director of Fitness to Practise, and Lucy Dennett, Assistant Director. The summit focused on enabling better and safer patient care through open communication and ensuring health organizations learn from mistakes. It also discussed the importance of truly listening to patients and treating them with care and respect. Finally, it promoted the NMC's Employer Link Service, which provides support to employers on managing concerns and refers to the NMC when appropriate.
Standardising best practice and supporting clinical decision making for nursesNHS England
The document summarizes RCNi Decision Support, a clinical decision making tool created by RCNi exclusively for nurses in the UK. It provides nurses with fast access to up-to-date evidence-based guidance to support decision making when assessing and treating patients. The tool includes over 100 peer-reviewed topics across various specialties. It guides nurses through the decision making process by asking questions based on patient assessments and providing guidance on next steps. The goal is to enhance confident, competent clinical decision making within evidence-based frameworks.
Safe staffing and productivity through use of technology and professional jud...NHS England
Mike Wright discusses the challenges of ensuring safe nursing staffing levels and effective deployment of resources at Hull Royal Infirmary and Castle Hill Hospital. He outlines how the use of technology, such as an electronic rostering system and the SafeCare software, combined with professional judgement from chief nurses, helps provide real-time visibility into staffing across over 50 wards and 1,200 beds. This integrated approach allows for daily monitoring of staffing levels, patient acuity, and quality metrics to effectively manage staff and address any issues, while also facilitating biannual reviews of nursing establishments.
Leading safety improvements in IPC: National hand hygiene policy for EnglandNHS England
The document discusses the development of a new national hand hygiene policy for England by NHS Improvement in collaboration with experts from various regions. The goal is to standardize hand hygiene practices and education across the country to improve patient safety and reduce healthcare-associated infections. It aims to support healthcare workers and make best practices easier to implement consistently. Monitoring of hand hygiene will continue to be important for assuring safe care and quality improvement.
WeLearn is a platform that allows people to learn for 15-20 minutes each day through social media like Twitter by using hashtags and peer support. It aims to bring an health framework to life using badges and direct messages to encourage learning. Since 2018, over 925 hours of continuing professional development have been achieved through WeLearn, as shown in a case study with Plymouth University.
This presentation discusses how to build and maintain good health through diet and exercise. It emphasizes eating a balanced diet with plenty of fruits and vegetables, whole grains, and lean proteins. Regular exercise is also important for both physical and mental health. Maintaining a healthy lifestyle with nutritious foods and physical activity can help people feel better and reduce their risk for many diseases.
This document discusses issues affecting children and young people's health in the UK from a public health perspective. It highlights that smoking during pregnancy, poor mental health, and childhood obesity are significant problems that contribute to health inequalities. The national context section outlines commitments in the NHS Long Term Plan to improve services for children and young people, including integrating care and expanding mental health support. In concluding, the document states that the UK is performing poorly compared to other European countries in areas like obesity rates, long-term conditions among youth, and adolescent birth rates. It emphasizes the need to improve outcomes and reduce inequalities for children and young people.
Small acts of kindness and compassion can make a big difference for cancer patients. Dr. Liz O'Riordan believes healthcare should focus more on the individual needs and experiences of each patient. Her website cancerfit.me aims to empower cancer patients through exercise and wellness programs tailored for their specific journey.
Ruth sees building #teamCNO as a cornerstone of her objectives as Chief Nursing Officer for England to strengthen nursing and midwifery leadership across health and social care. As CNO, she leads both operationally and strategically for the Department of Health and Social Care and NHS England/NHS Improvement. Some aims of #teamCNO include forming a new team to work with one unified voice to influence policy and patient outcomes, as well as improving professional pride and raising the profile of nursing, midwifery, and care professions.
Leadership Development and Talent ManagementNHS England
This document summarizes presentations from Peter Homa CBE, Chair of the NHS Leadership Academy, and Paul Jebb, Deputy Director of Nursing at Southport & Ormskirk Hospitals NHS Trust.
Peter Homa discusses his 37-year career in the NHS, emphasizing the importance of self-knowledge and continuous self-improvement for leaders. He stresses applying for the right job and empowering those more able than yourself.
Paul Jebb outlines his career progression in nursing, including international experience that taught him the value of collaboration. He describes leadership programs to develop nurses' strategic skills and influence. These programs aim to increase the number of nurses ready for senior roles and develop leadership at all levels of the workforce.
Digital technology has transformed healthcare and enabled new ways of delivering care. Nurses now have access to patient records and test results on mobile devices, allowing them to spend more time with patients. However, this transition requires training staff on new systems and addressing privacy concerns to ensure technology improves care and outcomes for patients.
Implementation fo the new Future StandardsNHS England
The document discusses the implementation of new Future Nurse Standards in the United Kingdom. It provides summaries from several presenters at a session on the new standards:
1) Andrea Sutcliffe from the Nursing and Midwifery Council discussed the development of the new standards to define the knowledge and skills needed for nurses. She emphasized that the standards raise ambitions for nursing and focus on person-centered care.
2) Professor Dame Jill Macleod Clark discussed both opportunities and challenges of implementing the standards. She stressed the need to transform clinical placements and support current nurses.
3) Professor Margaret Rowe and Dr. Elaine Inglesby Burke discussed their work developing the new curriculum in collaboration with practice partners
The document discusses the new standards for registered nurses in the UK called the Future Nurse standards. It notes several societal changes that will increase demand for expert nursing care and leadership. The new standards are intended to equip registered nurses to meet these changing needs by demonstrating advanced skills and clinical leadership. Implementing the standards provides an opportunity to recalibrate and promote the nursing profession. However, it also presents challenges in ensuring current nurses are supported to meet the new standards through development and resources. Strong nursing leadership is needed to leverage the case for obtaining necessary workforce investments and infrastructure to support both current and future nurses.
Workforce Race and Equality in Nursing and MidwiferyNHS England
This document discusses workforce race equality in nursing and midwifery in the UK NHS. It provides background information and statistics showing that while 20.5% of NHS nurses and midwives are from Black and minority ethnic (BME) backgrounds, they are underrepresented in senior pay bands. The document outlines a model to improve BME representation across all levels by 2028 through leadership commitment, positive action, accountability, and monitoring progress. It discusses priorities from the NHS Long Term Plan and Workforce Race Equality Standard to close gaps and ensure middle management engagement. The presenter asks audience questions about implementing improvement plans.
Topic 11 Research methods - How do you carry out psychological research?NHS England
This document provides information about how to conduct psychological research, including defining key terms and concepts. It discusses:
- Independent and dependent variables - the variable manipulated by the researcher (independent) and the outcome measured (dependent).
- Extraneous variables that could interfere with the study if not controlled, such as situational factors or participant characteristics. Ways to control these include standardizing procedures, counterbalancing, and random assignment.
- Hypotheses for a study, including the null hypothesis which predicts no effect or relationship between variables, versus the alternative hypothesis which predicts an effect or relationship.
Sectional dentures for microstomia patients.pptxSatvikaPrasad
Microstomia, characterized by an abnormally small oral aperture, presents significant challenges in prosthodontic treatment, including limited access for examination, difficulties in impression making, and challenges with prosthesis insertion and removal. To manage these issues, customized impression techniques using sectional trays and elastomeric materials are employed. Prostheses may be designed in segments or with flexible materials to facilitate handling. Minimally invasive procedures and the use of digital technologies can enhance patient comfort. Education and training for patients on prosthesis care and maintenance are crucial for compliance. Regular follow-up and a multidisciplinary approach, involving collaboration with other specialists, ensure comprehensive care and improved quality of life for microstomia patients.
The Importance of Black Women Understanding the Chemicals in Their Personal C...bkling
Certain chemicals, such as phthalates and parabens, can disrupt the body's hormones and have significant effects on health. According to data, hormone-related health issues such as uterine fibroids, infertility, early puberty and more aggressive forms of breast and endometrial cancers disproportionately affect Black women. Our guest speaker, Jasmine A. McDonald, PhD, an Assistant Professor in the Department of Epidemiology at Columbia University in New York City, discusses the scientific reasons why Black women should pay attention to specific chemicals in their personal care products, like hair care, and ways to minimize their exposure.
Chandrima Spa Ajman is one of the leading Massage Center in Ajman, which is open 24 hours exclusively for men. Being one of the most affordable Spa in Ajman, we offer Body to Body massage, Kerala Massage, Malayali Massage, Indian Massage, Pakistani Massage Russian massage, Thai massage, Swedish massage, Hot Stone Massage, Deep Tissue Massage, and many more. Indulge in the ultimate massage experience and book your appointment today. We are confident that you will leave our Massage spa feeling refreshed, rejuvenated, and ready to take on the world.
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Exploring the Benefits of Binaural Hearing: Why Two Hearing Aids Are Better T...Ear Solutions (ESPL)
Binaural hearing using two hearing aids instead of one offers numerous advantages, including improved sound localization, enhanced sound quality, better speech understanding in noise, reduced listening effort, and greater overall satisfaction. By leveraging the brain’s natural ability to process sound from both ears, binaural hearing aids provide a more balanced, clear, and comfortable hearing experience. If you or a loved one is considering hearing aids, consult with a hearing care professional at Ear Solutions hearing aid clinic in Mumbai to explore the benefits of binaural hearing and determine the best solution for your hearing needs. Embracing binaural hearing can lead to a richer, more engaging auditory experience and significantly improve your quality of life.
The facial nerve, also known as cranial nerve VII, is one of the 12 cranial nerves originating from the brain. It's a mixed nerve, meaning it contains both sensory and motor fibres, and it plays a crucial role in controlling various facial muscles, as well as conveying sensory information from the taste buds on the anterior two-thirds of the tongue.
English Drug and Alcohol Commissioners June 2024.pptxMatSouthwell1
Presentation made by Mat Southwell to the Harm Reduction Working Group of the English Drug and Alcohol Commissioners. Discuss stimulants, OAMT, NSP coverage and community-led approach to DCRs. Focussing on active drug user perspectives and interests
The best massage spa Ajman is Chandrima Spa Ajman, which was founded in 2023 and is exclusively for men 24 hours a day. As of right now, our parent firm has been providing massage services to over 50,000+ clients in Ajman for the past 10 years. It has about 8+ branches. This demonstrates that Chandrima Spa Ajman is among the most reasonably priced spas in Ajman and the ideal place to unwind and rejuvenate. We provide a wide range of Spa massage treatments, including Indian, Pakistani, Kerala, Malayali, and body-to-body massages. Numerous massage techniques are available, including deep tissue, Swedish, Thai, Russian, and hot stone massages. Our massage therapists produce genuinely unique treatments that generate a revitalized sense of inner serenely by fusing modern techniques, the cleanest natural substances, and traditional holistic therapists.
COLOUR CODING IN THE PERIOPERATIVE NURSING PRACTICE.SamboGlo
COLOUR CODING IN THE PERIOPERATIVE ENVIRONMENT HAS COME TO STAY ,SOME SENCE OF HUMOUR WILL BE APPRECIATED AT THE RIGHT TIME BY THE PATIENT AND OTHER SURGICAL TEAM MEMBERS.
At Apollo Hospital, Lucknow, U.P., we provide specialized care for children experiencing dehydration and other symptoms. We also offer NICU & PICU Ambulance Facility Services. Consult our expert today for the best pediatric emergency care.
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2. Intentions For The Session
• Understand W
• To understand what is happening across
the country
• To reflect on the key learning points from
our work
• To have an opportunity to discuss with
colleagues
• To consider what your next steps are
and where to find support
3. About Here
Formerly known as Brighton and Hove Integrated
Care Services
Not-for-profit social enterprise
Membership organisation (our members are local
GPs, Practice Managers, Practice Nurses and our
own staff)
Annual turnover of £50 million
Partnered with local practices
Delivering a broad range of NHS Services
Supporting primary care since 2008 and testing new
ways of working
8. • Are there any challenges you
currently hold in implementing
Workflow in your practice?
Take a couple of minutes to think of any blocks or
barriers that may be stopping you implement workflow.
Write each problem on 1 post it note please
What’s stopping you implement this now?
9. Collaborative
Working
• Working at scale in
collaborative arrangements is
widely accepted as the future
of general practice
• Collaboration in General
Practice survey 2017
• 81% GP practices part of
collaboration (up from 73%
2015)
• 45% federations
• 53% covering >100,000
people
10. • But….
• Over half of GPs and a third of CCG staff
felt practices and collaborations had not
been at all influential in shaping STP
strategy
• Only 1/5 of GPs thought STPs would
deliver change in primary care
• 53% (very) unwilling to give up
GMS/APMS
• Complicated picture: -
• Many work in multiple collaborations
• One size does not fit all
Collaborative
Working
11. • What is happening across the country?
• One third collaborations reported
achieving their goal to improve
access
• One in ten had fully achieved goal
of improved sustainability
Collaborative
Working
12. Conversation
point
Imagine a successful, connected group
of practices, sharing resources and
service delivery…
What are the benefits of this?
What’s stopping you?
13. Challenges
to GPs
Working
at Scale
• Trust
• Engagement
• Time and work pressures
‘No corporation or practice can thrive in the absence of
creativity, innovation and learning and the greatest threat
to all three of these is disengagement’.
21. What we are seeing in the system
• Keeping people connected
whilst they learn
• Clear over time what the
solutions are
• This is the transformation
space
23. Discussion – about the why
Thank you for your participation…
Any questions, thoughts or reflections on the
information and conversation about General Practice
at scale?
Simple slide to ensure people have a sense of purpose for the session
**recall the TRUST building concept that we went over with Una Nicholson**
This slide is a total numbe rof workflow items over a whole week – represents one example of how we are currently working….its imperfect but it is often a Reality
Ask the room to share their reality of practice, what would they like to change about their situation
Familiar Sight?
Reflect on your own personal experience?
How good are you at coding in reality?
How safe??
Introduction to workflow
Design principles
Approach to learning
Confirmation practices through data
Data from a typical practice we trained / variations. We do find practices where the cross over happen much sooner – depending on skill, they may already doing workflow to an extent already.
Describe the layout so everyone knows it represents Letters / Timeframes / Person
Black line - letters sent to GP
Green line – letters completed by Administrator
Pink line - letters sent to others , for example, Pharmacist or Nurse
As you can see, as this practice hit 8 weeks post training, they had passed over 50% of their clinical correspondence to their administration team.
Following an implementation plan which follows letter types that are a combination of high frequency and ease of completion
A&E
111s
Screenings
Implementation slows down as administrators move onto more complex letter types
How do we know it working
What is the actual impact? See next
Here is an example of the Dashboard you’ll have access to
Let me highlight the key features and the information you’ll have at your fingertips to prove IMPACT & TIME SAVING
Talk though the figures on the left
What are workings that led to this …..paul to give these figures for this slide
Here is an example of the Dashboard you’ll have access to
Let me highlight the key features and the information you’ll have at your fingertips to prove IMPACT & TIME SAVING
Talk though the figures on the left
What are workings that led to this …..paul to give these figures for this slide
https://www.nuffieldtrust.org.uk/research/is-bigger-better-lessons-for-large-scale-general-practice
What is happening across the country?
This agenda is well underway across the country, with almost three-quarters of general practices already in some form of collaboration with others, almost half of which formed during 2014/15. The major reasons for forming were to ‘achieve efficiencies’ and ‘offer extended services in primary care’.
Larger scale has the potential to sustain general practice through operational efficiency and standardised processes, maximising income, strengthening the workforce and deploying technology.
However, scaling up will take a lot of hard work and cannot just be left to a few heroic leaders. All GPs will need to play a part in making these new organisations successful.
Larger scale has the potential to sustain general practice through operational efficiency and standardised processes
maximising income
strengthening the workforce
deploying technology.
No single model that can be implemented throughout the country
Each organisation must evolve to meet the needs of its local population
Data can be used to improve the care patients receive without increasing the burden on primary care professionals
Larger scale has the potential to sustain general practice through operational efficiency and standardised processes
maximising income
strengthening the workforce
deploying technology.
No single model that can be implemented throughout the country
Each organisation must evolve to meet the needs of its local population
Data can be used to improve the care patients receive without increasing the burden on primary care professionals
https://gpatscale.rcgp.org.uk/discussions/culture-eats-strategy-breakfast/#.WjkyU9Jl-M8
GPs and CCGs agree that collaborations are likely to be ready to hold budgets for selected community services in the near future.
Collaborations will need to think carefully, but positively, about their governance arrangements to enable this.
GP engagement with their STPs may need to be re-examined quickly to develop better buy in.
Further discussions about options for contractual models may also be needed, as a majority of GPs said they would be unwilling to change to a new contract.
Engagement
GP protocol design
Data to create demand and capacity
Code sign local governance structures
Shared decisions
Conflict resolution
Empowering teams and understanding when to seek advice
Implementation plan using data
E-learning and physics go live
Support
Data to demonstrate impact and
understand what is the next question to answer
Communication and learning
I’m showing this so you get a sense of just how much information the Dashboard can give you and what it allows you to do
Appreciate its difficult to read – see Handout
The Dashboard is useful as it…
As primary care physicians we know our own communities well and live daily with the tension between providing continuity of care and meeting the accessibility they need, whilst working in practices stretched by workforce challenges and rising demand.
It seems essential therefore that for GP at Scale to develop in any area, organisations will need good data on the health needs of their local population upon which to base any new care models, as the Nuffield Trust projects are demonstrating – including in the Valentine medical group. This will mean that working at scale can improve the care patients receive without increasing the burden on primary care professionals
Allows the auditing process to happen, and provides your PM / GP Lead insight on Workflow Administrators training needs.
Track implementation of workflow for your practice, including percentage of letters being completed by a clinician vs. administrator
Help measure the impact of Workflow across the practice including the workload of clinicians and administrators
Support you to identify which letter types to tackle next
Provide clear data on the types, shapes and volume of demand of clinical correspondence, allowing engagement with your hospitals and providers to influence change in the future
Will pick out a few graphs to introduce you to……
How to use working at scale as a way to improve quality?
• What are the key challenges that you face when working at scale?
How do different new different models of care compare?
• How do we release clinical leadership time?
• How can we build trust and relationships in primary care?
• How can working at scale address workforce issues?