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WAM GCC.  Financial  Increasing demand  Bureaucracy  Institutional inertia  GP engagement as well as other stakeholders  Barriers to change  Amongst.

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Presentation on theme: "WAM GCC.  Financial  Increasing demand  Bureaucracy  Institutional inertia  GP engagement as well as other stakeholders  Barriers to change  Amongst."— Presentation transcript:

1 WAM GCC

2  Financial  Increasing demand  Bureaucracy  Institutional inertia  GP engagement as well as other stakeholders  Barriers to change  Amongst others: WAM GCC

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6  Incremental improvements in current practice  Corrects only one error  No long lasting changes WAM GCC

7  Obstetric department of Hospital A examines care of patients through clinical audit.  Gaps are identified between current practice and established standards (ie. Guidelines)  Meetings are held to discuss guidelines, with changes made to working practice. And reporting and feedback on practice  Changes made increase the proportion of patients receiving good care for that area. WAM GCC

8  When organisations try to rethink their basic goals, norms and paradigms WAM GCC

9  Obstetric department of hospital B.  In examining its quality of care decides to interview some patients.  It emerges that the issues which are bothering women are to do with continuity of care, communication skills, access to information.  Obstetric care is reconfigured but the guidelines are not abandoned but woven into the new pattern of interaction and values. WAM GCC

10  Learning to learn  Increasing our capacity for learning WAM GCC

11  Obstetric care at hospital B was a useful experience.  The experience itself was analysed  Through its structure and culture the organisation encourages the transfer of these valuable lessons.  Other hospital services share the lessons about learning to reconfigure WAM GCC

12  Systems thinking  Improving individual capabilities  Team learning  Mental Models  Shared Vision WAM GCC

13  Learning organisation  Curriculum planning  Outcomes based and situational analysis  Appraisal  Skill shares  Communicate, communicate, communicate! WAM GCC

14  Communicate and engage at early stages  Ownership by all involved – including managers  Develop outcomes that look into the future  Ways of evaluating and reviewing process as it occurs feeding in to the change WAM GCC

15  Initial stages ◦ Masterclass ◦ Newsletters and surveys ◦ Structure with forums to involve all including managers  Learning organisation  Induction process  Appraisal processes  Review of outcomes and changes in delivery of service accordingly  Moodle  System of working and process related to our outcomes WAM GCC

16 1. Doctors, managers and the battle for quality 2. Managing Change in Primary Care The chains of education, experience, and culture David Metcalfe 3. Spencer J (2001) Educational outcomes and leadership to meet the needs of modern health care Qual Health Care 2001;10:ii38-ii45 doi:10.1136/qhc.0100038 4. Future of primary healthcare education: current problems and potential solutions J Lord Postgrad Med J 2003;79:553– 560 5. Developing learning organisations in the new NHS Davie et al BMJ 320 : 998 doi: 10.1136/bmj.320.7240.998 WAM GCC

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