Right Care in action
Systemising reform in Calderdale CCG
Tim Shields, Head of Business Intelligence
1 NHS | Presentation to [XXXX Company] | [Type Date]
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 -
•
•
3
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
Build
A
Shared
Understanding
Develop
The
Plans
Deliver
The
Intent
Gather Insights
Errors using inadequate data are much less
than those using no data at all – Charles Babbage
Build a picture of Calderdale using routinely available
intelligence:
• 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 variation
Minimising harm to patients
Reducing waste and maximising value
Tackling health inequalities
Preventing 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
Right Care for Populations
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
Find the full series at:
www.rightcare.nhs.uk/resourcecentre
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