NHS | Presentation to [XXXX Company] | [Type Date]1 Right Care in action Systemising reform in Calderdale CCG Tim Shields, Head of Business Intelligence.

NHS | Presentation to [XXXX Company] | [Type Date]1

Right Care in actionSystemising reform in Calderdale CCGTim Shields, Head of Business Intelligence

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Principles when thinking about reform pathways

• Clinical pathways across systems can not be optimised without using effective business/ reform process pathways

• Principles of business and clinical pathways are generic -

• A pathway should take the most direct route to its destination

• Each step should add value to the next

Voyage of Discovery

New Horizons, New Opportunities

• New Board (GP’s, lay members)

• Broaden scope of business planning

• Maximise use of intelligence

• Engage clinicians, staff and other stakeholders

• Learn from previous experience & learn from others

Approach

DeliverThe

Intent

DevelopThe

Plans

Build A

Shared Understanding

Gather Insights

Build a picture of Calderdale using routinely available intelligence:

Errors using inadequate data are much less than those using no data at all – Charles Babbage

• JSNA• Commissioning for Value

Pack• SPOT Tool• Atlas of Variation

• Health Profiles• NHS Comparators• Primary Care Calculator• QOF/ QMAS

Role of Clinical Champions

• Identify clinical lead for programme areas• Clinical lead to develop compelling story based on:

Addressing unwarranted variationMinimising harm to patientsReducing waste and maximising valueTackling health inequalitiesPreventing disease

• Clinical lead to utilise insights from ‘other’ sources of intelligence• Clinical lead recommend priorities for action• Collective challenge + reframe the matrix

Nominations

Identify Areas of Focus

1st frame:• Unwarranted variation in outcomes, quality and spend• Outliers• Direction of travel• Scale of opportunity

2nd frame:• Alignment with vision, mandate and planning frameworks

3rd frame:• Opportunity to improve outcomes• Opportunity to improve quality• Impact on expenditure (VFM)

4th frame:• Gap between current state and best practice• Importance to the vision for Calderdale

Nominations – Final Matrix

Scope Solutions & Prioritise

Outputs

Learning

• Write it down• Visible and effective clinical leadership• Access to indicative data• Active engagement with stakeholders• Clarity on improvement methodology and documentation• Evidence on what, why and how to change/ improve• Confidence to set aspirational goals• Effective processes to make timely decisions that will drive change at pace • Minimise waste (effort; resources; time) on non viable schemes – be prepared to stop• Consistency - process gave us momentum and confidence during transition in approach

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Find the full series at:www.rightcare.nhs.uk/resourcecentre

The NHS Right Care website offers resources to support CCGs in adopting this approach:

• online videos and ‘how to’ guides• casebooks with learning from previous

pilots• tried and tested process templates to

support taking the approach forward• advice on how to produce “deep dive”

packs locally to support later phases, within the CCG or working with local intelligence services

• access to a practitioner network