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The Masterclass Strategy What is it? Influencing AHP strategy standard

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Presentation on theme: "The Masterclass Strategy What is it? Influencing AHP strategy standard"— Presentation transcript:

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?

31 Results: Outpatients by Band

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 waits

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!

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