This document provides information about Whole Systems Rapid Improvement Events (WS RIEs). It discusses how WS RIEs bring together stakeholders from across a system to identify interrelated issues and implement systemic solutions. Key features include workshops over 1-2 days to generate improvements, with support from experienced facilitators. WS RIEs typically yield 15-20% improvements in efficiency and effectiveness. The document outlines case studies, costs, implementation support options, and the Tricordant methodology used to facilitate WS RIEs.
University of Utah Health Exceptional Value Annual Report 2013University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
University of Utah Health Exceptional Value Annual Report 2016University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
University of Utah Health Exceptional Value Annual Report 2013University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
University of Utah Health Exceptional Value Annual Report 2016University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
- mikael forss - karolinska university hospital - ls10 - 02.11.10 - pptshown at the Lean Summit 2010 - New Horizons for Lean Thinking on 2/3 November 2010
Part 2 of a pragmatic guide for driving success in home health. Prepared by Todd Montigney of BlackTree Healthcare Consulting and Donna DeBlois of MainHealth Care at Home.
Take a comprehensive look at how revenue cycle management affects home health and hospice agencies, as well as the performance metrics and best practices for improving agency effectiveness.
It is our view that establishing a governance model for NERC compliance is key to mitigate violations found by auditors and avoid costly fines. Asset owners must provide governance and oversight. We see well-defined compliance processes and open communication with outsourced providers as critical to success.
J&J: Transforming Study Start-up in a Global Environment Veeva Systems
In this presentation, Lisa Rakebrand, Director Clinical R&D at J&J, discusses her team's vision to transform the way study start-up is conducted globally by leveraging Vault Study Startup to improve site collaboration, streamline site activation, and speed study start-up.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
- mikael forss - karolinska university hospital - ls10 - 02.11.10 - pptshown at the Lean Summit 2010 - New Horizons for Lean Thinking on 2/3 November 2010
Part 2 of a pragmatic guide for driving success in home health. Prepared by Todd Montigney of BlackTree Healthcare Consulting and Donna DeBlois of MainHealth Care at Home.
Take a comprehensive look at how revenue cycle management affects home health and hospice agencies, as well as the performance metrics and best practices for improving agency effectiveness.
It is our view that establishing a governance model for NERC compliance is key to mitigate violations found by auditors and avoid costly fines. Asset owners must provide governance and oversight. We see well-defined compliance processes and open communication with outsourced providers as critical to success.
J&J: Transforming Study Start-up in a Global Environment Veeva Systems
In this presentation, Lisa Rakebrand, Director Clinical R&D at J&J, discusses her team's vision to transform the way study start-up is conducted globally by leveraging Vault Study Startup to improve site collaboration, streamline site activation, and speed study start-up.
Seven Day Services: Our approach to 7DS delivery and stakeholder engagement –...NHS England
This presentation explores how Maidstone and Tunbridge Wells NHS Trust undertook a 7 day service baseline assessment, gap analysis and a ‘challenge day’, engaging with clinical teams and leaders to develop plans for delivery of seven day services.
1.6 practical tools for transformational change - bradbury and mc naney (453)IFICEvents
AQuA is a NHS health and care quality improvement organisation at the forefront of transforming the safety and quality of healthcare. Over the last five years AQuA has gained a reputation in NW England for helping system leaders apply a systematic approach to transformational change, balancing development of technical improvement and change management skills with creating the environment for behavioural and cultural change.
The workshop content is evidence based, drawn from AQuA’s portfolio of integrated care and transformation programmes. AQuA’s integrated care programmes have been externally evaluated by OPM (Office of Public Management) demonstrating positive benefit for participants. The workshop will include practical examples of AQuA’s work supporting capability and capacity building for transformation as well as evidence from AQuA’s portfolio of quality and safety improvement and integrated care.
Workshop aims:
• Explore approaches to behavioural and technical change across systems
• Share tools to create shared purpose and alignment of change roles
• Discuss how to test, scale, spread and sustain improvements
• Explore how to create a culture for continuous improvement, creating alignment and distributed leadership across systems
Target participants:
Executive directors, senior manager and clinicians, programme directors, OD and improvement specialists, attending as individuals or system leadership teams.
3 Strategies for Maximizing Service Line Efficiency, Quality and ProfitabilityWellbe
Maximizing service line efficiency, quality and profitability is a hot topic, particularly with rising patient care demands, changing reimbursement models, and estimated physician shortfalls. This webinar takes a look at three solutions beginning in the operating room and expanding to the entire patient care journey.
1st solution: A unique clinical and operational service model focused on the specialization of qualified, reimbursable clinical labor to optimize surgeon involvement and reduce OR costs.
2nd solution: Taking a holistic view of the service line through the patient care journey to produce a value stream map to understand the current state. Assisting staff with comparing this current state to the ideal future state, comparing national benchmarks and clinical best practices helps your staff innovate and co-create an individualized plan to get your service line to a higher level.
3rd solution: Utilizing dashboard metrics of the critical to success factors, to sustain and improve your service line.
As a participant, you will be able to:
• Identify key operational and clinical indicators of orthopedic service line efficiency
• Describe how Surgical First Assists can add value in the OR
• List the steps in developing and/or evaluating or building an orthopedic service line
• Describe how metrics/dashboards assist in sustaining change and improvement of orthopedic service line
About the Speaker:
Miki Patterson, PHD ONP, Senior Director of Orthopedics in Intelligent CareDesign at Intralign
Dr. Patterson is a certified orthopedic nurse practitioner and brings over 25 years of clinical experience in healthcare, consulting, direct advanced orthopedic patient care, teaching, NIH level, qualitative and quantitative research and publishing. She is a past president of the National Association of Orthopedic Nurses (NAON) and continues to be nationally recognized for leadership and advancing orthopedic care.
Sameer Badlani, MD, FACP
Chief Medical Information Officer
Assistant Professor, Section of Hospital Medicine
The University of Chicago Medicine and Biological Sciences
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
Digital Maturitiy model
Digital solutions in the form of applications, algorithms, and process automation embody the administration’s knowledge and make it possible to apply it at scale.
The Basics of Monitoring, Evaluation and Supervision of Health Services in NepalDeepak Karki
This presentation has made to health workers who have more than two decades of experience of managing/implementing public health programs in Nepal, especially at district level and below.
A PowerPoint presentation detailing Tricordant's views on workforce planning. Planning the workforce requires alignment across organisational identity, strategy, systems and culture.
This PowerPoint presentation represents Tricordant's approach to equipping organisations to be whole. This presentation in particular focuses on integrated leadership.
A PowerPoint presentation explaining Tricordant's Scoring process. Tricord scoring helps identifies when cluster of whole work cycles join to form a larger cycle at the next level.
A PowerPoint presentation explaining Tricordant's attitude to Whole Work Units. Significant events are a progression, or cluster of progressions, which involves a combination of a) Significant Creation b) Significant Transformation c) Significant Inspiration. These help lead to a new identity.
Pp slide set 2 healthy work for whole peopleTricordant
A PowerPoint presentation detailing Tricordant's view on Healthy Work for Whole People. The Tricord is used to demonstrate the work needs of employees.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
4. • ‘Whole system’ in one room
• Support from experienced
facilitators
• Principles to unpick complex,
systems problems
• Senior stakeholders back the
process and empower the
team
• Tight timescales creates focus
and urgency
• The approach is transferable
3/17/2015 4WS RIE
Key Features of WSRIEs
5. Workshop 1
•Understand
whole system
•Review key
processes
•Confirm main
user and service
challenges &
issues
•Immediate
improvements
Planning
Day
•Scope
•Problem and
Intention
Statements
•Plan
Preparation
•Multiple
stakeholder
interviews
•Map process
•Data collection
and analysis
Workshop 2
•Clarified purpose
•Right process
•Right team
structures
• Right culture
• Right measures
•Apply lean and
quality tools
•Immediate
improvements
Implementat
ion plan
support
•Action plan
•Change planning
• Change coaching
•Document
•Review
Process Overview
3/17/2015 5WS RIE
6. Connection
to Purpose
Savings
Shared Vision
Clarity of View
Productivity
Rapid
Results
Energy &
Enthusiasm
What results
can you expect?
Typically 15% -
20% whole
system
improvement in
efficiency and
effectiveness
3/17/2015 6WS RIE
7. WS RIE Parameters and Scope
Scope: Single service – whole organisation
Timescales: 6-12 weeks
Resources: 15 – 60 consultant days (team of 2+)
Stakeholders: 15 – 60 interviewees
Workshop 10-40 participants
Boundary conditions: Depth of analysis & impact ≈ to time, scope and
participant empowerment
Skills and resources to
facilitate:
Whole systems design, lean, group facilitation,
managing change, coaching
3/17/2015 7WS RIE
8. 1. Detailed Change Readiness audit
2. Leadership development – distributed leadership diagnostic
3. Coaching for Change – for individuals and teams
4. Project and Programme Management (PPM) – structure, templates and
training
5. Workforce Planning and Resource Management
6. Detailed OD Support – team launch, detail team-level org design, job
design, whole system performance scorecard
7. ‘Heart of the Leader’ Transformational Workshop (in collaboration with
Waverly Learning)
3/17/2015 8WS RIE
Post-RIE Implementation
Support Available
9. A Typical WS RIE
Profile & Costing
Scope Organisational unit with 40 staff across 2 sites
Timescales 8 weeks
Resources 24 consultant days
Tricordant team 1 director and 1 senior consultant
Stakeholders 35 interviewees
Workshop 25 participants
Costing £24,000 plus expenses plus VAT
Expenses £1,850 travel and hotels
Benefits
15% improvement against both efficiency and
effectiveness measures
3/17/2015 9WS RIE
10. Whole System Health Checks
• Rather than commissioning a full WS
RIE straight away some clients will
want a scoping intervention up front.
• We can offer an initial ‘Whole System
Health Check’.
• Health checks take an upfront
systemic overview of organisation.
• They review the organisational
health of the whole business and
identify priority areas and issues to
focus on through WS RIEs.
3/17/2015 WS RIE 10
11. A Typical
‘WS Health Check’ Profile & Costings
Scope Whole organisation employing 300 staff
Timescales 4 weeks
Resources 10 consultant days
Tricordant team 1 director and 1 senior consultant
Stakeholders 15 - 20 interviewees/focus groups
1 day workshop Senior management team only
Costing £10,000 plus expenses plus VAT
Expenses £950 travel and hotels
Outputs
• Whole system health check report.
• Priority issues /areas identified.
• Agreed plan for focused Whole Systems RIE(s). Cost
and target benefit defined.
3/17/2015 11WS RIE
13. Training Services and
Facilities Management
Company
Rapidimprovement project lasting 6
weeks toreview the operations of 1500
staff across 4majormilitary
establishments,culminatinginan
intense 3day workshop
A more empowered whole work team
structure. Organisationalsavings over the
remaining life of the contract worth
£3,500.000.
Pharmaceuticals
Manufacturer
Restoredwhole systems balancefor700
staff across all organisational levels
Initial savings of £1million p.a. even before
efficiency, quality and service benefits
started to emerge.
Local Health Economy Working withthe local NHS primary
care trust,acute hospital andcouncil
social services to address ‘blockedbeds’
and delayedtransfers of care.
Integrationand streamlining of
processes across multiple partner
organisations .
Hospital official performance on delayed
transfers reduced from 4.8% to0.9% .
Blocked beds reduced by 90%.
Value of change worth est. £1million p.a.
Energy Utility Service
Centre
A whole systems organisationredesign
of their pre-pay energy retail services.
200 staff across 3locations.
Customer debt reductions achieved by the
new organisation of £6 million over6
months.
Major Government
Departmental Agency
10,000 people across 26regional sites.
Clarifiedpurpose for people and aligned
responsibilitywiththe means todeliver.
18 monthtransformational project.
£40 million savings p.a. identified.
Large Acute Hospital A strategic review of operating theatres
ledtothe implementationof
collaborative management processes
across surgery,anaesthetics and
theatres.
Immediate financial savings andefficiency
improvements of about £1.5mcould be
implemented sustainably.
3/17/2015 13WS RIE
Examples of
Whole System Benefits
17. Process No
Sponsorship Process IO / Alli RO NO Comm
Correspondence
/ Annum (FY10) IO / Alli RO NO Comm Total
Total
allocated cost
($)
1 Child Information, Enrolment
and CIF
10.25 0 24 97 121 116,709 1,196,267 0 2,801,016 11,320,773 15,318,056 1,384,547$
2 Welcome and Bonding Letter
1 0 10.75 134 144.75 66,534 66,534 0 715,241 8,915,556 9,697,331 876,509$
3 Sponsor letter to child and
small gift
0 0 17 75 92 252,647 0 0 4,294,999 18,948,525 23,243,524 2,100,903$
4 Child Progress Report
0.1 0 8.8 167 175.8 467,431 46,743 0 4,113,393 78,060,977 82,221,113 7,431,687$
5 Child Initiated Letter
0 0 10 43 53 379,911 0 0 3,799,110 16,336,173 20,135,283 1,819,960$
6 Child Spontanesous Letter
0 0 5 19 24 58,360 0 0 291,800 1,108,840 1,400,640 126,599$
7 DFCs - Monary Gifts and
Thank You Letters
5.5 0 7 42.25 49.25 557,557 3,066,564 0 3,902,899 23,556,783 30,526,246 2,759,164$
8 Spronsor Question Enquiry
and Response Letters
12.5 0 45 30 75 222,837 2,785,463 0 10,027,665 6,685,110 19,498,238 1,762,379$
9 Farewell Ltr
3 0 5 49 54 0 0 0 0 0 0 -$
Total Time Allocation (Std Mins) 7,161,570 0 29,946,122 164,932,737 202,040,430
FY10 Actual total sponsorship related costs (salaries and direct costs) $3,109,478 $3,934,153 $11,218,117 $18,261,748 $18,261,748
$ per std min $0.43 $0.13 $0.07
Allocation of Costs to Sponsorship Process (Based on Activity Based Cost Model)
Std Mins based on generic
level 2 charts Total Timings / Annum (Std Mins)
3/17/2015 17WS RIE
Feeding Back the
Numbers
18. The Tricord Organisational Model
Whole Work Team Attributes Whole Work Units
Work Cycle /
Flow Redesign
Tricord
Scoring
Organisational Build-up
Using the
Tricordant Toolsets
WS RIE 183/17/2015
19. Strategy
Systems Culture
Purpose
Aims
Plan
Strategy
Ethics
Values
Spirit
Language
Motivation
Ethos
Leadership
Evaluation
Team working
Process
Systems
Technology
People Structure
Roles
Measurement
Communication
Reason
History
Origin
Knowledge
Practices
Rituals
Identity
Strategy
Systems Culture
Strategy
Goals
Aims
Plan
Ethics
Values
Culture
Spirit
Language
Motivation
Ethos
Leadership
Evaluation
Teamworking
Systems
Processes
Technology
People Structure
Skills
Roles
Measurement
Communication
Reason
Core Purpose
Uniqueness
Unity
History
Identity
Strategy
Systems Culture
Strategy
Goals
Aims
Plan
Ethics
Values
Culture
Spirit
Language
Motivation
Ethos
Leadership
Evaluation
Teamworking
Systems
Processes
Technology
People Structure
Skills
Roles
Measurement
Communication
Reason
Core Purpose
Uniqueness
Unity
History
Identity
Strategy
· No clear strategy
· Changing patient demographic & lifestyles
resulting in increased demand for PCOS
service
· Aims to manage demand of orthopaedic
referrals to Secondary care; provide
orthopaedic assessment & management in
Primary care; triage GP referrals to
appropriate service or assess and treat if
possible by OPS/GPSI
· 18 week challenge
· Values: openness, equality, professionalism,
accessibility
· Guidelines & ethics: Healthcare commission
stds, GPSI guidelines, Chartered Society of
Physiotherapy Stds of Practice, Warrington
PCT policy
Identity
· To ensure appropriate referrals are sent to
the relevant service.
· Provide the best service for the patient
· PCOS is a relatively new development,
previously GP’s referred directly to various
care providers e.g. secondary care
· Highly skilled/specialised PCOS staff
· GPSI & OPS partnership
· Future demerger of CSU from PCT
Systems
· Lorenzo PAS used for booking patients –
some frustration as lost control of diary
· Letter/fax based referrals
· Lack of information on referrals at times
· No give in the system CPD is limited or
lacking
· Limited access to diagnostics (x-ray via
backdoor)
· Supervision system not working
· PCOS to deal with 60% or referrals to ensure
viability
· Demand exceeding capacity
· Minimal time to do admin
· PCOS clinics in the community but away from
Wolves building
· Communication across the pathway is poor
· GP’s playing the system to get their patients
seen quickly i.e. sending dual referrals
· Measurements: no. of referrals, outcomes of
paper triage, no. of assessments/Fups
undertaken, Appointment slots, current
capacity 60 appointments/wk
Culture
· Direction from senior management unclear
· Little or no communication with
commissioners or with other services in the
orthopaedics pathway
· Changing PCT demands, unsupported
managers & lack of communication =
frustrated managers
· Poor relations with commissioners & GP’s
· Relatively good clinical individual & team
motivation, while leadership team motivation
is lower
· Reactive management style due to changing
pct demands
· Believe a significant change is needed to
really improve the service
· Waiting list reduction initiatives are not
sustainable
· Audit info: waiting times, outcomes of paper
triage & assessment, record keeping, patient
questionnaires, evidence of cpd/portfolio,
clinical audit, staff appraisals, cancellations/
DNA’
3/17/2015 19WS RIE
Taking an Holistic
Perspective
21. 3/17/2015 21WS RIE
Mapping the
Wider System
Healthy or Self-
funding
Population
NHS Continuing
Health Care and
Funded Nursing
Care
Patients
Adult Social Care
Service Users
Children
Mental
Health
Patients
MAU
A&E
Acute Trust
Wards
Mental Health
Liason Team
Transfer
Service
Transition Beds
15 beds: Samford, Holmley,
Fir Trees
Shire Hill
Intermediate care
CARA
Intermediate Care
Stroke Unit
‘The Lakes’
Fast Track palliative
Care
Learning Disability
Service Users
Physical and Sensory
Disability Service
Users
Healthy or Self-
funding
Population
NHS Continuing
Health Care and
Funded Nursing
Care
Patients
Adult Social Care
Service Users
Children
Mental
Health
Patients
Learning Disability
Service Users
Physical and Sensory
Disability Service
Users
AACCTS
Age
Concern
Families and Carers
Feb2008
Community-
based health
care
Community-
based health
care
Out of Area
Hospitals
Transfer Service Whole System Map
23. Phone call from
ward sister
Discuss patient
case
Section2
accepted
Redirect to other
services
Contact
assessment form
completed
Decision on
who is to
process case
Routing criterea
Record in referral
book
Pre-existing
patient with
social
services?
Retrieve case
file notes from
LA
Enter case onto
Swift system
No
Yes
Yes Courier
Intray for social
allocated social
worker
Daily duty
social worker
asigns
unallocated
work
Social worker
opens case to
themselves
(signs)
Separate forms
Enters
allocated social
worker and
date on Swift
yellow
Study contact
assessment
Gather information
· Ward notes?
· L.A. case notes
· Speak to patient
· Speak to carers/family
· Speak to ward staff
· Attend MDT
· Speak to tharapist
· Speak to specialist workers
· etc
Decide upon
care plan and
funding source
Screen for LA
eligibility criterea
LA funding
criterea
CHC assessment
if complex case
CHC Assessment
forms
Discuss with
manager
Discharge
planning meeting
Care planning
meeting
Write up care plan
and decisions
Record formal
’Care Plan’ doc
Family choose
of nursing
home Transitional bed
manager
assessment
Record outcome
and log
Ward sisters
prepare for
discharge
E.g. medicines
Agree
discharge date
Assistant team
manager for audit
Patient discharged
and transferred
· Social worker
· Patient
· Family/carer
· OT, etc
Is a bed
available?
Close case to social
worker and open to
new case owner on
Swift
Wait
busineess
support
Patient safe under
community care
Section 5 ??
3/17/2015 23WS RIE
Mapping the Detail
of Processes
24. “We do not think and talk
about what we see;
we see what we are able to
think and talk about”
(Ed Schein)
3/17/2015 24WS RIE
Understanding the
organisation