1. The Masterclass Strategy What is it? Influencing AHP strategy standard
Clinical Governance
Elements of CG
Risk management
Evaluation and action planning
Audit
Patient and Public involvement
Staffing and new roles
Use of Time
Process Mapping
Business Case Development
Marketing
Introduction to AHP Management Quality matrix

2. What is Strategy?
A plan of action designed to achieve a particular goal
National
Regional/Local
Service specific
Your role

3. Strategic Influencing
Influence others to get results
Are you trying to influence one person or a group?
What is your hierarchical relationship with them?
How capable/knowledgeable are they?
How well do you know each other?
What are their priorities?

4. Organogram Community care strategy group National AH Group CEO
Elderly care working group
DGM
AH Network ME
Family
Physio OT
Social Work
Pharmacy

5. Your Turn! Draw an organogram Who do you influence?
How do you influence them?
Who influences you?
What influence do you have?
What could work better?
Do you go directly to the person you need to influence

6. Behaviour Strategies Common vision Awareness of others
Awareness of key people
Data and information use
Making others feel valued
Presentation impact
Negotiating/bargaining

7. How do you use each strategy
Each table to develop ideas of how to use each influencing strategy in your work
Write on a flip chart to stick up

8. Our AHP Strategy Standard
The service has a documented strategy which is reviewed and updated annually.

9. Local Example of Service Strategy Evaluation

10. 1.1 Does your organisation have a strategy?
1.2 Have you an up - to - date strategy for your service?
1.3 Is there a ‘value statement’ that is shared by staff in your service?
1.4 Service mission statement/vision; is this agreed and documented?
1.5 Is your strategy linked to: National, Regional Local?
1.6 Service portfolio – the range of services you provide is this documented?

11. 1.7 Major goals/objectives for your service; are these documented?
1.8 Do you have service strategies
1.9 Is the overall contribution of your service (from the patients’ perspective) documented?
1.10 Do you undertake an annual service review, and document findings?
1.11 Do you have organisational charts?
1.12 Do you produce a service annual report?

12. Evaluate the components of your service (or part of service)
Work with a partner from the same service or on your own
Use the evaluation matrix
Evaluate the components
Summary and actions to go on post –its to be stuck on the wall when completed

13. Tea – 10.30

14. Clinical Governance
Clinical governance is  the system through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care, by creating an environment in which clinical excellence will flourish
(Department of Health1998)

15. Key Strands Clinical effectiveness Risk management Patient experience
Communication
Resource effectiveness
Strategic effectiveness
Learning effectiveness 

16. Underpinning Attributes
Systems awareness
Teamwork
Communication
Ownership
Leadership
Management

17. What is Risk Management?
Risk is the combination of the likelihood of an event and its consequences
Risks may have benefits as well as threats to an organisation's business
Risk Management is a continuous process by which risks are recognised and managed
Do you have a risk register?

18. Local Example of a Risk Register and its use

19. Clinical Audit What is Clinical audit? Who has done it?
Who gets support?
Have you used audit?
What do you do with the results?
How do you feed it back into practice?
Have you identified training needs?
What have your services done?
is a quality improvement process that seeks to improve patient care and outcomes through systematic review of care against explicit criteria and the implementation of change.

20. Your Audit Plan for 2010 onwards
Make a list of audits for your service. Prioritise:
Organisational requirement
Professional requirement
Service development
Service review
Personal development

21. Patient and Public Involvement
Do you include patients/service users in service development and evaluation?
Do you have a service lead for this?
What have you tried?
Was it useful?

22. Local Example of Patient and Public Involvement

23. Evaluation and action planning
Each table work together to complete the task set for you on one of the Clinical Governance strands.
Fill in one flip chart sheet and stick it on the wall

24. Its Lunch time!
45 minutes 24

25. Quiz Time! How productive are you?

26. In an average 54 hour week what percentage of time does a leader spend on work planning reflecting and thinking?
A) 7.5%
B) 13%
C) 18.5%
D) 28%
Source NHI 2007

27. In an average 54 hour week how many hours does a leader spend in meetings?
B) 27
C) 38
D) 45
Source NHI 2007

28. In this time the leader attended 26 meetings, how many started on time?
B) 7
C)11
D) 16
Source NHI 2007

29. What percentage of people actively contributed/participated in the meeting
Source NHI 2007

30. How you and your staff spend their time?30

31. Results: Outpatients by Band7 6 5 3
OTHER
CLIN. SUPERVISION
TEACHING PUBLIC
TEACHING HEALTH PROF
TEACHING STUDENTS
TEACHING PHYSIOS
IN SERVICE TRNG
MTGS
CLINICS
TRAVEL
HOME VISITS
MANAGEMENT
ADMIN
LIAISON
STUDY LEAVE
CASE CONFERENCE
WARD ROUNDS
TEL CONTACTS
FACE TO FACE GRP
FACE CONTACT IND 31

32. New Roles Ageing workforce More expensive workforce
Changing individuals’ needs
Changing educational opportunities
Variety of providers
Need to:
retain staff
develop staff
work differently

33. Clinical Specialists
Working at a highly specialised level within the boundary of the profession
Core Professional
Practice

34. Extended Scope Practitioners
Working at specialist level within and beyond the boundary of their profession
Training
Regulation
Extended Practice
Core Professional Practice

35. What role(s) could you develop, why?
Write a list- what would it achieve
How would you progress this?

36. Process Mapping Puts a spotlight on waste Streamlines work processes
Defines and standardises the steps and sequence
Promotes understanding
Builds consensus
Key ‘tool’ for work re-design

37. How referrals are handled affects waits37

38. Questions to ask Are there any wasteful handovers?
Are there any bottlenecks?
Could some tasks be carried out by one person instead of several?
Are tasks carried out for our benefit or the patient's?
Could some tasks that are performed in another process be performed here?
Are the people who work in the process allowed to make decisions?
Which tasks help to achieve the purpose and which ones create waste?
Is there any duplication of work?
How much rework is being carried out?

39. Prepare Decide which service you need to review
Are there problems?
Do you think it could function better?
Are there potential gains to be made?
Are there non value steps in the service?
Invite the key people- give them sufficient notice
Don’t assume you know!

40. Process Map today
Let’s see
how far we get!

41. Clinical Process Map

42. Business Case Development: 1
Introduction
Background/context
Proposed service
Links to local /national priorities
Predicted capacity
Benefits to patients/ organisation/stakeholders
Cost-benefit

43. Business Case Development: 2
Service evaluation
Predicted outcomes
Governance arrangements
Risks of doing it or not
Lead- in time
Financial impact statement
Summary

44. Planning a Business Case
Use the headings in the template…..
Start a force field analysis

45. Force Field Analysis

46. Service Development Cycle
National
Targets/drivers
Deciding
priorities
Reviewing
service
provision
Designing
services
Patient/Public
Shaping
the service
structure
Needs
assessment
Managing
demand
Referrals,
Individual needs
assessment,
Patient choice
re treatment
Seek public
and
patient views
Managing
performance,
quality,
outcomes
Source DH 2006 46

47. Local Example

48. Key Messages Understand the ‘politics’
Get to know those who ‘buy’ your services
Make a clear business case
Show how your proposal adds value
Use information and data
Show the likely impact

49. Marketing your service…..
Preparation
Know your service
SWOT analysis
Staffing and expertise
Current service specification
Identify your “selling” points
Branding
Finance

50. ……..Marketing Needs analysis Know your competitors Who can help you?
Population, users and public health
Know your competitors
Who can help you?
Information
Communication
Publicity

51. Competitor Marketing Analysis
Name of competitor
Your assessment of their Strengths and weaknesses
Areas of direct competition
Impact on your service

52. Your Competitive Advantage
Unique selling points
Key stakeholders internal/external
Stakeholder Interest and Influence

53. Marketing Quadrant Interest Influence High Voluntary Sector Medicine
Patients
Professional Bodies
Medicine
Surgery
Women’s Health
GPs
Purchasers
Complaints
Interest
Support Services
Dept.Health
Employers
SHA
Social Services
Regulator
Human Resources
CEO
Exec Team
Contract Dept
Finance Dept
Low
Low
High
Influence

54. Your Competitive Advantage
Make a List

55. AHP Management Quality Matrix
Leadership and management development
Clinical excellence
Communications and marketing
Service improvement and re-design
Risk management
Corporate governance
Key performance indicators
Strategy
Activity
Patient experience
Finance
Staff resource effectiveness
Staff management and development
Information and metrics

56. Summary Strategy Clinical governance New roles Process mapping
Business case development
Marketing
Introduction to AHP management quality matrix

57. What are you going to do?
Write down the first thing you are going to improve

58. Any Questions
or further Discussion

59. Full Management Quality matrix
Will be made available to you

60. Other things we do 60

61. Thank you!