Workshop 3: Overview

Safer Medicine Management
amongst Older People
Living in their Own Homes
3rd workshop
04 July 2013
http://hsi.cloudapp.net/

Workshop3
2
When What Who
14.00-14.15 Summary of the last workshop Amalin Dutt
Thomas Jun
Stephen Rogers
Sandy Keen
14.15-14.25 Business Model Canvas Thomas Jun
14.25-14.30 Risk and Milestones Thomas Jun
14.30-15.30 Business Case Development Group discussion
15.30-16.00 Presentation preparation Group
16.00-16.30 Final presentation (10min/each) All
16.30-16.45 Workshop evaluation All
16.45-17.00 Award and conclusion

Project - Aim
• To create Integrated pathways
for Safer medicines management
amongst Older People
Living in their Own Homes
3

Three Workshops
1. To develop the whole system understanding
 Top priority issues to be addressed
2. To develop solutions for improvement
Specific ideas to address the issues
3. To develop implementation plans
 Detailed plans for idea implementation
4

Team
• Team A: Steve Rogers
• Team B: Leigh Sayer/Sandy Keen
• Team C: Amalin Dutt
5

Areas of Improvement
Team A: How do GPs and pharmacies make sure that
patients are in active partnerships on medicine
management?
Team B: How do we make medicines that require special
consideration, available to patients in a timely manner?
Team C: How do we improve appropriate access to and
use of the range of Medicines Compliance Aids?
9

Lean thinking
1. Question the status quo
2. Why is something done in a particular way?
3. What are the perceived problems?
4. What is the root cause of an issue?
5. Where do we see waste – time, quality of service,
unnecessary repetition, metrics, patients at risk?
11

Five Whys and Ideal Final Results
Medicine Management – Workshop2
1) Issue description
How do we make medicines that require special consideration, available to
patients in a timely manner?
Group No.
2
Page
1 of 3
2) The Five WHYS 3) Ideal Final Results
; a description of the desired outcome
1. Why can patients not get a prescription
from the doctor recommending it?
2. Why does it take so long to get a
prescription which requires hospital
approval?
3. Why is there communication breakdown
between hospitals and GPs?
4. …
5. …
Medicines (right amount and type) are always
available when required?

Benchmarking solutions showcase
13
London Older Peoples Service Development
Programme, Lelly Oboh, April 2003
Optimize Medicines Adherence Service

Proposal - Team A
• How do GPs and pharmacies make sure that
patients are in active partnerships on
medicine management?
Teach Back
14

Proposal – Team B
• How do we make medicines
that require special consideration, available to
patients in a timely manner?
 Inter-professional
Communication and Coordination
15

Proposal – Team C
• How do we improve appropriate access to and
use of the range of Medicines Compliance
Aids?
 A System Change for Medicines
Optimisation in Islington
16

Aim of Today’s workshop
• To develop a business case of your proposal
17

Workshop - Purposes
• To develop ideas which you would never have
had if you are alone
• To challenge ourselves
• To learn new thinking and methods
• To have fun
18

Criteria for the winning proposal
• Short-term ideas (3 months) • Long-term ideas (5 years)
19
√ Focused on Users’ Needs
√ Supporting Integrated Care
√ Cost-Effective
√ Sustainable
√ Risk Considered
√ Ready-to-be–implemented √ Wide impact

Team Allocation
• Team A: Teach Back
• Team B: Inter-professional Communication
and Coordination
• Team C: A System Change for Medicines
Optimisation in Islington
20

Investment Proforma
22
Islington CCG Investment Proforma 2013/14
Project:
Date of proposal:
Destination: Islington CCG
Programme Area:
Provider:
Budget Code (if known):
Project Sponsor:
Project Lead:
Contact Tel No:
Contact e-mail:
Contact Address:
Summary of Investment Proposal:
Brief description of proposal (background and project aim).
What are the specific areas of quality improvementthat this initiative addresses (safety /
clinical effectiveness / patient experience)?
What is the identified level of saving (if any)? PYE 13/14 / FYE 14/15?
Lead in time to implementation and proposed start date
Proposed procurement route / contract variation (specify which contract/s)
Strategic Alignment
Strategic Objectives supported by the proposal
Support for Islington Strategy to be demonstrated– e.g., - Integrated Care, Joint
Commissioning, Health & Wellbeing
Support for national and/or local priority to be demonstrated, NHS Constitution commitments
/ Outcomes Framework measures and five offers (e.g. seven day working)
Evidence of Patient & Public Involvement
Evidence of engagement in developing the proposal
Evidence of Equality Impact Assessment and/or Needs Assessment
Evidence of Equality Impact Assessment
Risks
Risks if proposal not implemented(and are these risks captured on the CCG risk register)?
Key risks to project implementation / delivery of KPIs
Milestones
Lead in time to implementation and proposed start date
Set out timeline with key actions / milestones to delivery
Idea AssessmentDocument
Project Title Project Reference Number
Making Every Contact Count ( MECC) PMO to complete
Author and Contact Number Date
Karen Timson – 01604 366086 25 March 2013
Brief
Description/
Purpose of
Project
Making Every Contact Count is about encouraging and helping people
make healthier choices to achieve long term behaviour change, the
promotion of health and wellbeing and to embed health promotion within
the culture of key stakeholder health and social care organisations.
Current
Situation/ ‘The
Problem’
Lifestyle-related conditions, such as cancer, CHD, chronic respiratory
disease and diabetes are the leading causes of disabilities and premature
deaths in the UK resulting in huge costs to our health and social care
economies.
Demand for healthcare is rising steadily in the UK. The more successful
we are at prolonging life, the greater the burden of disease is in a
population. There is a need for a culture change amongst organisations
towards prevention to bring the promotion of mental and physical health
and wellbeing into the mainstream and develop the skills of frontline staff
– doing this has become known as ‘Making Every Contact Count’
(MECC).
This approach is based on the premise of optimising the thousands of
encounters that client or patient facing staff have with people every week
and using these contacts as opportunities to raise health issues and
signpost/refer people to appropriate support services.
For example, a series of studies has shown the effectiveness of brief
advice in effecting behaviour change most notably for stopping smoking
and reducing alcohol consumption.
Therefore the recommendations in this proposal provide challenges to
Public Health and all the services to work across organisational and
service boundaries and make a difference to reduce costs and benefit
patients and their communities.
Provide a culture which encourages and promotes prevention and
health improvement
Offer staff a suitable environment with the skills and knowledge to
deliver MECC.
Support staff to improve their own health and wellbeing

Nine Building Blocks
1. Service User Segments
2. Value Propositions
3. Channels
4. Service User Relationships
5. Outcomes
6. Key Activities
7. Key Resources
8. Key Partners
9. Expenditure

1. Service User Segments
• For whom are we creating value?

2. Value Propositions
• Which problems are we helping to solve?
• What propositions are we making?

3. Channels
• Through which channels do our user
segments want to be reached?
26

4. Service User Relationships
• What type of relationship does each of our
user segments expect us to establish and
maintain with them?
27

5. Outcomes
• How much do our propositions contribute
to the NHS outcomes?
28

6. Key Activities
• What key activities does our proposition
require?
29

7. Key Resources
• What key resources does our propositions
require?
30

8. Key Partners
• Who are our key partners?
• Which key resources are we acquiring
from partners?
• Which key activities do partners perform?
31

9. Expenditure
• What are the most important costs in our
proposition?
32

Business Model Canvas for Healthcare
http://prezi.com/yt_4rvu9yasi/business-
development-healthcare/
33

Tips
• No more than 5 min for each block (1hr in
total)
• Use Post-it notes
• Iterative
34

Risks
• Key risks to project implementation
35

Milestones
• Timeline with key actions / milestones to delivery
36

Workshop 3: Overview

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