Presentation on theme: "The Masterclass Strategy What is it? Influencing AHP strategy standard"— Presentation transcript:
1The Masterclass Strategy What is it? Influencing AHP strategy standard Clinical GovernanceElements of CGRisk managementEvaluation and action planningAuditPatient and Public involvementStaffing and new rolesUse of TimeProcess MappingBusiness Case DevelopmentMarketingIntroduction to AHP Management Quality matrix
2What is Strategy?A plan of action designed to achieve a particular goalNationalRegional/LocalService specificYour role
3Strategic Influencing Influence others to get resultsAre 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?
4Organogram Community care strategy group National AH Group CEO Elderly care working groupDGMAH NetworkMEFamilyPhysioOTSocial WorkPharmacy
5Your 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
6Behaviour Strategies Common vision Awareness of others Awareness of key peopleData and information useMaking others feel valuedPresentation impactNegotiating/bargaining
7How do you use each strategy Each table to develop ideas of how to use each influencing strategy in your workWrite on a flip chart to stick up
8Our AHP Strategy Standard The service has a documented strategy which is reviewed and updated annually.
101.1 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?
111.7 Major goals/objectives for your service; are these documented? 1.8 Do you have service strategies1.9 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?
12Evaluate the components of your service (or part of service) Work with a partner from the same service or on your ownUse the evaluation matrixEvaluate the componentsSummary and actions to go on post –its to be stuck on the wall when completed
14Clinical GovernanceClinical 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)
16Underpinning Attributes Systems awarenessTeamworkCommunicationOwnershipLeadershipManagement
17What is Risk Management? Risk is the combination of the likelihood of an event and its consequencesRisks may have benefits as well as threats to an organisation's businessRisk Management is a continuous process by which risks are recognised and managedDo you have a risk register?
19Clinical 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.
20Your Audit Plan for 2010 onwards Make a list of audits for your service. Prioritise:Organisational requirementProfessional requirementService developmentService reviewPersonal development
21Patient 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?
31Results: Outpatients by Band 7653OTHERCLIN. SUPERVISIONTEACHING PUBLICTEACHING HEALTH PROFTEACHING STUDENTSTEACHING PHYSIOSIN SERVICE TRNGMTGSCLINICSTRAVELHOME VISITSMANAGEMENTADMINLIAISONSTUDY LEAVECASE CONFERENCEWARD ROUNDSTEL CONTACTSFACE TO FACE GRPFACE CONTACT IND31
32New Roles Ageing workforce More expensive workforce Changing individuals’ needsChanging educational opportunitiesVariety of providersNeed to:retain staffdevelop staffwork differently
33Clinical SpecialistsWorking at a highly specialised level within the boundary of the professionCore ProfessionalPractice
34Extended Scope Practitioners Working at specialist level within and beyond the boundary of their professionTrainingRegulationExtended PracticeCore Professional Practice
35What role(s) could you develop, why? Write a list- what would it achieveHow would you progress this?
36Process Mapping Puts a spotlight on waste Streamlines work processes Defines and standardises the steps and sequencePromotes understandingBuilds consensusKey ‘tool’ for work re-design
38Questions 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?
39Prepare 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 noticeDon’t assume you know!