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Business Intelligence Assessment - NHS Primary Care Trusts |
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| Background |
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Primary Care Trusts are part of a drive to get patient services commissioned in a world class manner. There is a specific need for joined up thinking in the area of decision-making led by Informatics. We were asked to carry out a benchmark test of 3 PCTs in the South of England in their strategic decision support service.
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| Deliverables |
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We submitted a full analysis to the commissioning support board, and ran a validation workshop to drive concrete next steps for action.
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| Activities |
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We carried out an assessment of decision making processes at each trust, and the way in which data was used through all stages of the cycle. In addition we reviewed technology, skills and informatics organisation design. We ran two workshops with key stakeholders across the 9 Primary Care trust to report on our findings. We asked the teams to prioritise key areas of focus to enable Informatics-driven decision-making.
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| Specific Benefits |
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Our work was seen to be of great value as part of a new commissioning hub that has been set up to co-ordinate a range of collaborative activities in the area.
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World Class Commissioning Strategic Assessment - NHS Primary Care Trust |
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| Background |
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The client, a medium size PCT (£150M income), needed to undertake a gap analysis in tight timescales to understand more deeply the key functional and process gaps in its organisation. The assessment was part of the World Class Commissioning approach that the PCT was developing.
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| Deliverables |
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Our analysis identified 36 specific gaps across 10 business functions and support processes (Board & Leadership, Public Health, Health Market Analysis, Clinical Leadership, Market Analysis, Pathway Design, Provider Selection and Management, Knowledge Management, Performance Management and Informatics). We identified a range of cross cutting themes around capacity, capability, behaviours and informatics across the organisation.
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| Activities |
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We had working sessions with 17 senior managers and directors in an intensive 3 week period, using advanced workshop techniques to carry out an assessment of over 450 specific activities.
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| Specific Benefits |
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Our gap analysis was fully accepted by the Senior Leadership Team and has given the organisation distinct purpose in improving its capability, culture and behaviours.
Our analysis identified clear focus for the executive in its next step of prioritisation and implementation planning for presentation to the Strategic Health Authority.
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Lean Transformation – NHS Trust |
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| Background |
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The Client was a medium-size hospital trust (£100M income, over 2000 staff) and wanted to embark on a Lean Transformation to improve patient quality whilst delivering value for money as part of becoming a foundation trust.
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| Deliverables |
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Training of the executive directors in Lean Transformation, together with practitioners who would deliver change.
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| Activities |
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An intensive one-day introduction to board director and senior managers using both presentation and ‘going to see’ events.
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Two Practitioner events that included playing an experiential Lean game, value stream mapping and a 5S exercise within the X-Ray department.
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Assisted the Operations Director in transformational planning.
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| Specific Benefits |
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Feedback from each event was excellent with all the practitioners having a strong sense of purpose that they could make Lean Transformation happen.
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| Using Data for Informed Improvement - National Health Service |
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| Background |
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The client was a support organization, part of the NHS and wished to deliver support to front line trusts in improving patient pathways by using data better for decision making and continuous improvement across end-to-end clinical processes.
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| Deliverables |
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Designing of 10 workshops across England for acute trust/primary care trusts to demonstrate how a better use of data could aid decision making and improve flow through the clinical pathway. |
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| Activities |
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Ran workshops to deliver the patient aim from elective surgery from GP visit to treatment for elective surgery within 18 weeks. Key outcomes included:
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Understanding and deciding the measures that aided end-to-end processes improvement. |
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Understanding how analysis of data process pathways, booking systems processes could reduce ‘lead time’ for patient. |
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Use of time based presentation of data using statistical process techniques (SPC) simplified decision making. |
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Creation of better review processes across different stakeholders to aid quality and speed through the pathway. |
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| Specific Benefits |
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The first workshop feedback was excellent, involved stakeholder from several primary and acute trusts, department of health, institute of innovation, connecting for health & the information center. |
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The workshop created 30 initiatives for improvement within pathways. Use of ‘holistic’ and ‘better use’ of data was seen as a key area in how performance excellence in end to end clinical pathways could be delivered.
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Census 2011 - Office for National Statistics |
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| Background |
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The Office of National Statistics runs a census every ten years in England and Wales. The design and delivery of field force (£130M budget) was a critical activity with a high number of variables and risks.
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| Deliverables |
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kinetik solutions headed up a joint project team tasked with delivering the high level principles for pay, recruitment and structure.
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| Activities |
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We took an iterative approach based on informed hypotheses and facilitating workshops to drive decision making. We worked with outside organisations (e.g. Tesco on pay) to get ideas on best practice, both in the private and public sector. We were data driven, throughout, using and testing our assumptions. We involved a wide range of stakeholders in the validation of our design.
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| Specific Benefits |
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The whole design was completed on time, and signed by the Census Executive Team. Our iterative approach and stakeholder management have been used by other projects within the division.
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Census 2011 - Office for National Statistics |
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| Background |
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Census 2011 in England and Wales was a £490M programme of work that involved operational design and the capture of 26M questionnaires sent to all householders and people in communal establishments. At its peak, the census had 35,000 field staff and 50,000 staff working concurrently.
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We were asked to facilitate the operational management hierarchy and ways of working during this intensive field period, with the Census Operations Board. |
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| Deliverables |
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Due to our work, the senior team was 'battle-ready' and able to make and cascade decisions more effectively during an intensive and complex operations period.
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| Activities |
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Through a series of workshops, we facilitated the operational design planning for the Census Senior Leadership Team.
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We helped the team to agree principles and ways of working during operational management, in order to improve management information flow and hierarchy, the scope of meetings its processes and structures.
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We ran six scenarios that tested the operational management processes. Scenarios included elements of ambiguity and interdependent outcomes which both focused and tested fully the decision-making process.
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| Specific Benefits |
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The Census Director said our work “made a real difference to the success of the census….showed excellent leadership ability, great communication and facilitation skills…delivered with tremendous energy, confidence and a high degree of sensitivity to people's feelings.” |
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