This document discusses using a benefits-driven approach to change management and service transformation in the NHS. It provides examples from demonstration projects that delivered benefits like reduced wait times, improved patient and staff experience, and cost savings. The key messages are that a benefits approach keeps stakeholders engaged, makes evaluation and reporting of progress easier, and helps change initiatives contribute to shared objectives over the long term.
First steps towards quality improvement: a simple guide to improving services
This document provides guidance on taking initial steps towards quality improvement projects within healthcare services. It discusses key concepts for defining the scope and aims of a project, as well as tools and methodologies for planning, testing, implementing and evaluating changes.
The document recommends following established improvement models, such as a five step approach involving preparation, launch, diagnosis, implementation and evaluation phases. It also describes the Model for Improvement, which emphasizes setting clear aims, measuring baselines, testing changes using PDSA cycles before implementing solutions more broadly.
Getting the right people involved, understanding different perspectives on the problem, and having a clear aims statement are some of the factors highlighted as important for a successful quality improvement project. Tools like process mapping
This document discusses bringing social movement thinking to healthcare improvement by incorporating principles from successful social movements. It outlines five key principles for creating social movement dynamics within healthcare organizations: see change as a personal mission; frame issues to connect with core values; energize and mobilize individuals; organize for impact; and maintain forward momentum. The document argues that while traditional improvement approaches have had some success, social movement thinking can help deliver deeper, more sustainable changes to better serve patients. It provides several case studies of teams that have applied social movement ideas to spur healthcare improvements.
This document summarizes the experience of the Center for Pediatric Medicine in Greenville, South Carolina in achieving recognition as a Patient-Centered Medical Home. It provides details on the practice, including its size, patient population, and services. It then discusses the practice's reasons for pursuing recognition, how it approached the process, and challenges encountered addressing each standard, such as developing electronic access and defining care management processes. The document concludes with lessons learned, such as using templates to ease workflow changes and continuously measuring performance.
PPL on behalf of West London Alliance- Integrated health and social care hosp...
The document describes a new integrated hospital discharge programme between West London health and social care providers. It discusses:
- Co-locating social workers in hospitals to join discharge planning meetings and allow early identification of social care needs.
- Streamlining discharge pathways across the region to provide a consistent approach for residents being discharged from any hospital.
- Engaging stakeholders including frontline staff, patients, and leaders through co-design and co-production to shape the new model of care.
- The new model focuses on early discharge planning, interdisciplinary working, a single assessment approach, and clear pathways to reduce delays and duplication.
West London Alliance- Integrated health and social care hospital transfer of ...
The document describes a new integrated hospital discharge programme between West London health and social care providers. It discusses:
- Co-locating social workers in hospitals to join discharge planning meetings and allow early identification of social care needs.
- Streamlining discharge pathways across the region to provide a consistent approach for residents being discharged from any hospital.
- Engaging stakeholders including frontline staff, patients, and leaders through co-design and co-production to shape the new model of care.
- The new model focuses on early discharge planning, interdisciplinary working, a single assessment approach, and clear pathways to reduce delays and duplication.
PPL on behalf of West London Alliance- Integrated health and social care hosp...
The West London Alliance Integrated Hospital Discharge Programme aims to integrate health and social care teams during the transition of hospital discharge. Key aspects of the new model include social workers joining multi-disciplinary team meetings on wards, streamlined discharge pathways across the region, and co-located local authority teams at hospital sites to allow early identification of social care needs. The programme adopted a co-design approach involving stakeholders to develop standardized processes and assessments. This improved coordination of care and reduced delays for patients like Charlie. Evaluation found improved patient experience outcomes and rates of earlier discharge from hospital. Next steps involve expanding the integrated model across more sites and specialties.
What your organisation needs to know about personal health budgets, communica...
Jaimee Lewis, Think Local, Act Personal
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
1) The National Primary Care Collaborative (NPCC) in the UK brought together over 2000 primary care practices serving 11.5 million patients to improve care through collaborative learning workshops and action periods. Significant improvements were achieved such as a 60% reduction in wait times to see a GP.
2) A collaborative strategy involves bringing providers together through learning workshops separated by action periods where practices test changes, share results, and learn from each other's experiences. The goal is rapid spread of improvements to other practices.
3) An Australian Primary Care Collaborative (APCC) could help address challenges in applying evidence to patient care in Australia through skill development in quality improvement methods for primary care practitioners. Differences from the
This document discusses transforming primary care by putting patients and primary care at the heart of the healthcare system. It advocates for a more integrated system with general practice coordinating comprehensive care in collaboration with community services. For patients with long-term conditions, the goal is to secure access to all necessary primary care and community support. Commissioners need to focus on what is commissioned and how, developing new provider models with clinical and patient engagement. This will promote a community-based service model with general practice as the central hub of care. The Primary Care Commissioning CIC can help by facilitating agreement among practices to develop new collaborative models through their expertise and experience supporting other practices.
The Sustainability Model is a diagnostic tool that will identify strengths and
weaknesses in your implementation plan and predict the likelihood of sustainability
for your improvement initiative.
The Sustainability Guide provides practical advice on how you might increase the
likelihood of sustainability for your improvement initiative.
Break-out session slides Session 1: 1.5 Making general practice a great place...NHS England
The document discusses NHS England's GP Retention Programme, which aims to address issues contributing to GP workforce loss and make general practice a more attractive long-term career. It outlines various initiatives of the programme, including local retention funds, intensive support sites, and a national retention scheme. It also discusses goals of supporting different career stages of GPs, the importance of technology, and signs of early success in improving job satisfaction. The programme is part of broader efforts to fulfill commitments like recruiting 5000 additional GPs and developing primary care networks under the NHS long-term plan.
The document outlines a transparent and inclusive priority setting process for research for health systems. It involves regularly assessing updated priorities and their relevance. The process includes defining the focus and scope of priority setting, engaging partners, choosing appropriate methods, developing a plan of work, executing the plan, ensuring action after setting priorities, and continuous review of priorities. The overall goal is to set priorities and ensure financial flexibility for innovation, unexpected health changes, and opportunities.
First steps towards quality improvement: a simple guide to improving servicesNHS Improvement
This document provides guidance on taking initial steps towards quality improvement projects within healthcare services. It discusses key concepts for defining the scope and aims of a project, as well as tools and methodologies for planning, testing, implementing and evaluating changes.
The document recommends following established improvement models, such as a five step approach involving preparation, launch, diagnosis, implementation and evaluation phases. It also describes the Model for Improvement, which emphasizes setting clear aims, measuring baselines, testing changes using PDSA cycles before implementing solutions more broadly.
Getting the right people involved, understanding different perspectives on the problem, and having a clear aims statement are some of the factors highlighted as important for a successful quality improvement project. Tools like process mapping
This document discusses bringing social movement thinking to healthcare improvement by incorporating principles from successful social movements. It outlines five key principles for creating social movement dynamics within healthcare organizations: see change as a personal mission; frame issues to connect with core values; energize and mobilize individuals; organize for impact; and maintain forward momentum. The document argues that while traditional improvement approaches have had some success, social movement thinking can help deliver deeper, more sustainable changes to better serve patients. It provides several case studies of teams that have applied social movement ideas to spur healthcare improvements.
This document summarizes the experience of the Center for Pediatric Medicine in Greenville, South Carolina in achieving recognition as a Patient-Centered Medical Home. It provides details on the practice, including its size, patient population, and services. It then discusses the practice's reasons for pursuing recognition, how it approached the process, and challenges encountered addressing each standard, such as developing electronic access and defining care management processes. The document concludes with lessons learned, such as using templates to ease workflow changes and continuously measuring performance.
PPL on behalf of West London Alliance- Integrated health and social care hosp...RuthEvansPEN
The document describes a new integrated hospital discharge programme between West London health and social care providers. It discusses:
- Co-locating social workers in hospitals to join discharge planning meetings and allow early identification of social care needs.
- Streamlining discharge pathways across the region to provide a consistent approach for residents being discharged from any hospital.
- Engaging stakeholders including frontline staff, patients, and leaders through co-design and co-production to shape the new model of care.
- The new model focuses on early discharge planning, interdisciplinary working, a single assessment approach, and clear pathways to reduce delays and duplication.
West London Alliance- Integrated health and social care hospital transfer of ...RuthEvansPEN
The document describes a new integrated hospital discharge programme between West London health and social care providers. It discusses:
- Co-locating social workers in hospitals to join discharge planning meetings and allow early identification of social care needs.
- Streamlining discharge pathways across the region to provide a consistent approach for residents being discharged from any hospital.
- Engaging stakeholders including frontline staff, patients, and leaders through co-design and co-production to shape the new model of care.
- The new model focuses on early discharge planning, interdisciplinary working, a single assessment approach, and clear pathways to reduce delays and duplication.
PPL on behalf of West London Alliance- Integrated health and social care hosp...RuthEvansPEN
The West London Alliance Integrated Hospital Discharge Programme aims to integrate health and social care teams during the transition of hospital discharge. Key aspects of the new model include social workers joining multi-disciplinary team meetings on wards, streamlined discharge pathways across the region, and co-located local authority teams at hospital sites to allow early identification of social care needs. The programme adopted a co-design approach involving stakeholders to develop standardized processes and assessments. This improved coordination of care and reduced delays for patients like Charlie. Evaluation found improved patient experience outcomes and rates of earlier discharge from hospital. Next steps involve expanding the integrated model across more sites and specialties.
What your organisation needs to know about personal health budgets, communica...CharityComms
Jaimee Lewis, Think Local, Act Personal
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
1) The National Primary Care Collaborative (NPCC) in the UK brought together over 2000 primary care practices serving 11.5 million patients to improve care through collaborative learning workshops and action periods. Significant improvements were achieved such as a 60% reduction in wait times to see a GP.
2) A collaborative strategy involves bringing providers together through learning workshops separated by action periods where practices test changes, share results, and learn from each other's experiences. The goal is rapid spread of improvements to other practices.
3) An Australian Primary Care Collaborative (APCC) could help address challenges in applying evidence to patient care in Australia through skill development in quality improvement methods for primary care practitioners. Differences from the
This document discusses transforming primary care by putting patients and primary care at the heart of the healthcare system. It advocates for a more integrated system with general practice coordinating comprehensive care in collaboration with community services. For patients with long-term conditions, the goal is to secure access to all necessary primary care and community support. Commissioners need to focus on what is commissioned and how, developing new provider models with clinical and patient engagement. This will promote a community-based service model with general practice as the central hub of care. The Primary Care Commissioning CIC can help by facilitating agreement among practices to develop new collaborative models through their expertise and experience supporting other practices.
Empowering and enabling charities to become trusted partners in the commissio...CharityComms
This document discusses Neurological Commissioning Support (NCS), a partnership between neurological charities that aims to empower charities and enable them to become trusted partners in the healthcare commissioning process. NCS provides consultancy services to health and social care commissioners, helping them design and redesign neurological services from a patient perspective. Case studies are presented showing how NCS has worked with commissioners in Cornwall and Surrey to map services, identify gaps, and prompt service improvements through data analysis and input from patients and professionals. Tools that NCS and voluntary organizations can provide to commissioners are also outlined.
NICE Guidance implementation pro forma (nov 14)NEQOS
A Guidance implementation pro-forma to support organisations plan and scope their Guidance implementation*
* Disclaimer: This document was developed specifically for a workshop and is not a resource formally endorsed by NICE.
The document discusses the development of a Recovery Oriented System of Care (ROSC) in Argyll and Bute, Scotland. It defines a ROSC as a system that supports people through all stages of recovery from substance use issues. The document outlines ROSC principles like being person-centered, trauma-informed, and providing comprehensive, evidence-based services. It also discusses workforce development needs, quality frameworks, and the phases of recovery that a ROSC should support.
How to commission for improving health outcomes: an introduction to choosing ...The King's Fund
This slide set is the first of two looking at how commissioners can make the best use of measurement to support commissioning for improved outcomes.
The slides introduce general concepts about approaches to measurement in health care, the uses of structure, process and outcome indicators, and how to achieve a good mix of indicators for commissioning.
Value of safety improvement collaboratives for home care providers impactful ...BCCPA
The home care safety improvement collaborative aimed to reduce preventable harm for home care clients through a collaborative model. Teams from various home care organizations participated in learning sessions, received coaching, and conducted quality improvement projects. Wave 1 focused on falls reduction and showed initial success. Wave 2 involved various topics like dementia care and advanced care planning. One team worked to increase advanced care planning conversations and documentation. Through staff training, tools, and process changes, they increased client satisfaction and staff confidence in addressing end-of-life care. Lessons included allowing sufficient time and resources for projects and ensuring clear roles and leadership development.
The document evaluates changes to home help services in Ireland as part of the Memory Matters project. It identifies key achievements of the project including expanding the criteria for accessing home help hours to provide more flexible and holistic support for those living with dementia. Public health nurses observed the new more person-centered approach working well and were reviewing client needs differently. This signals potential sustainability of the project's impact on attitudes towards dementia care, though concerns remain around continued funding.
One of the key aims of the document is to enable general practice and primary care services to play a stronger role at the heart of an integrated community-based health system. This will mean patients having access to a broader range of services from primary care within their own homes and communities, with general practice taking on a more central coordinating role and delivering comprehensive care in collaboration with other services. For patients with long-term conditions, the goal is to ensure they can access all the necessary support and care from primary care services. The document discusses how the Primary Care Commissioning CIC can help clinical commissioning groups and practices develop new models of general practice through programs that facilitate discussions, share expertise, and provide project support.
Facebook and twitter for learning and teachingrvallance
The document discusses using Facebook and Twitter for learning and teaching. It provides an overview of each platform, why they might be used for education, key benefits, and issues to consider. Examples are given of how Twitter could be used to inform students, encourage participation, arrange discussions, and provide revision exercises. For Facebook, examples are given of using a private group for students to share course-related information and using language settings to encourage communication in a specific language.
Este documento describe un proyecto de desarrollo de software utilizando programación estructurada. Cubre temas como diagramas de flujo, tablas de verdad, Microsoft Visual C++ y diferentes tipos de ciclos. El objetivo del proyecto es demostrar los conocimientos adquiridos a lo largo del semestre y desarrollar habilidades de programación.
Este documento trata sobre dos tipos de contaminación: contaminación del suelo y contaminación acústica. Describe el suelo como un recurso vital que soporta la vida y explica que la contaminación del suelo puede ser localizada o difusa, causada por la tala, la erosión o la siembra. También analiza la contaminación acústica producida por el exceso de sonido más allá de las condiciones normales del ambiente, con causas como el rugido de aviones, locales públicos e industrias, y consecuencias como efectos auditivos y problemas para la comunic
La carta es de Nurfitriani dirigida a los líderes de la sucursal de PT. Permodalan Nasional Madani en Kediri, pidiendo información sobre préstamos para pequeñas empresas.
This document discusses employment and unemployment in Spain. It begins with an overview of general features of employment in Spain, including that most Spaniards work in the tertiary sector and Spain has an important unemployment problem with rates of 25% overall and 50-60% for youth. The document then covers the history of unemployment in Spain, noting that unemployment was non-existent in 1975 but increased after the transition to democracy. Causes of unemployment are explored, such as the construction bubble, international crisis, flaws in the education system, and political corruption. Finally, consequences of unemployment are addressed, like precarious job conditions, high youth dependence on parents, lower birth rates, brain drain, and increased state spending.
Las metas del estudiante para el año 2016 incluyen obtener buenas calificaciones en todas las materias, prepararse para rendir la prueba del SNCYT y sacar un buen puntaje, terminar el colegio sin problemas de supletorio, estudiar para sacar buenas notas en todas las pruebas, y graduarse con una buena nota para entrar a la universidad y que sus padres estén orgullosos.
The document discusses creating highly adoptable improvement initiatives to engage clinicians and sustainably implement medication reconciliation. It introduces a model that assesses initiatives based on perceived workload and value. Initiatives with low workload and high value for clinicians are most likely to be adopted. The document provides a guide to apply this model, including evaluating initiatives based on end-user involvement, alignment with goals, estimated workload, complexity, and evidence of effectiveness. Applying this guide can help identify opportunities to simplify initiatives and increase adoption of medication reconciliation and other improvements.
The document discusses lessons learned from the Southwark and Lambeth Integrated Care (SLIC) program in London. Key points:
- SLIC aimed to reduce hospital admissions and care home placements for older adults through risk stratification, holistic assessments, and care management.
- Success required agreement on the problem, dedicated teams, funding shifts to support community care, and leadership development.
- Future programs need a strong business case, co-design with citizens, and a dedicated "engine room" team to drive local transformation.
The document presents an engagement cycle as a conceptual framework for patient and public engagement (PPE) in healthcare commissioning. The cycle outlines key PPE activities that should occur at each stage of the commissioning process, including engaging communities to identify health needs, engaging the public in priority-setting and strategic decisions, engaging patients in service design and improvement, patient-centered procurement and contracting, and patient-centered monitoring and performance management. It provides the rationale and benefits for each activity, and suggestions for how they can be implemented to meaningfully involve patients and the public throughout commissioning.
The Strategy Unit was commissioned to create an evidence-based resource to support local primary care development strategies in the West Midlands. They conducted an evidence review on quality aspects of primary care that impact health outcomes and service utilization. The resulting resource provides a framework to guide discussions between commissioners, providers, and stakeholders on local priorities. It identifies key themes from the patient, clinical, and practice perspectives. Initial feedback indicates the resource will be useful to prompt conversations with patients on their vision for primary care excellence and help co-produce quality indicators for GP contracts. The Unit aims to inform ongoing primary care work through their methodology of rapidly conducting evidence reviews to balance rigor and timeliness.
Evaluation of the Integrated Care and Support Pioneers ProgrammeNuffield Trust
This document summarizes the findings of evaluations of the Integrated Care and Support Pioneers Programme in the UK. The evaluations found that while Pioneers aspired to comprehensive system change, their activities focused more narrowly on initiatives like risk stratification and care coordination teams. Progress was difficult to measure against indicators and Pioneers faced challenges from financial pressures and competing priorities. The evaluations concluded that further integration will be challenging under increasing demands on the health system.
Paul Tomilo has extensive experience leading strategic initiatives and process improvement projects in healthcare. Some of his accomplishments include:
- Reducing cost per day variation among Kaiser hospitals through a benchmarking initiative, resulting in $13 million in savings.
- Improving diabetes management and reducing related hospital admissions through care pathway reviews and increased adherence.
- Enhancing specialty appointment access by analyzing schedules, appointment types, and backlogs to meet targets.
- Implementing new accounting systems and streamlining accounts payable and general ledger processes to reduce expenses.
The document discusses the need for healthcare project management training and the benefits it provides. It notes that recent US legislation and industry trends have led to an increased number of healthcare projects. Good project management is required to implement projects successfully and achieve goals like improved quality and reduced costs. However, healthcare workers often lack project management skills since they are more familiar with operational versus project work. The document advocates for training clinical leaders in project management principles and provides suggestions for developing effective training programs.
As members of the body of Christ, what is our role in fostering collaboration to increase patient access and higher quality care? Barbara Campbell, RPh, CCN, Executive Director, ReLink Global Health-The Dalton Foundation explores the experiences of establishing the Haiti Health Network, a collaboration of more than 500 healthcare providers.
This 'how to' guide builds upon the overarching framework set out in The route to success in end of life care - achieving quality in acute hospitals, published in 2010. The route to success highlighted best practice models developed by acute hospital Trusts, providing a comprehensive framework to enable hospitals to deliver high quality care to people at the end of life.
This 'how to' guide aims to help clinicians, managers and directors implement The route to success more effectively, drawing on valuable learning from the NHS Institute for Innovation and Improvement's Productive Ward: Releasing time to care™ series.
This guide contains individual sections that can be worked on in any given order, dependent upon the individual hospital and its current end of life care provisions. These can be downloaded below:
Introduction
Section 1: prepare
Section 2: assess and diagnose
Section 3: plan
Section 4: treat
Section 5: evaluate
Section 6: sustain
Section 7: further resources
Cover
It places emphasis on existing 'enabling' tools and models, which support and follow a person-centred pathway. These are Advance Care Planning, Electronic Palliative Care Co-ordination Systems (EPaCCS), AMBER Care Bundle, Rapid Discharge Home to Die Pathway, and the Liverpool Care Pathway.
The 'how to' guide box set is complemented by an e-version, containing 14 podcasts. These cover topics such as the 'enabling' tools, communications skills, DNACPR, environments of care, implementing care after death guidance and the use of data and metrics.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
Jo Partington, AHP Lead at the Department of Health, Transforming Community Services, addresses AHP Leadership Challenges, Referral to Treatment Project, Service Improvement Project and Transforming Community Services. COT Annual Conference 2010 (22-25 June 2010)
On 11th February 2016 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to health. These slides are from the workshop on the Ways to Wellness SIB.
The document discusses several proposed changes and improvements to health services in NHS Bedfordshire including:
1. Ring-fencing the dental budget until April 2011.
2. Decommissioning an underoccupied 8-bed learning disability inpatient unit.
3. Developing a business case to increase use of high street optometrists subject to training.
4. Creating an integrated community service for sexual health, pharmacy, and GP services.
It emphasizes continual improvement, rethinking current provision, improving outcomes through better services or prevention, and achieving similar results for less cost through program budgeting.
The document discusses emerging thinking on the long term design of the UK's national payment system for mental health services. It aims to support improved patient outcomes, efficient use of resources, and appropriate allocation of risk. The payment system should incentivize integrated care, especially for those with long term conditions or multiple needs. Several regulatory levers are proposed to guide behavior change, including improving data quality, introducing different payment approaches for different types of care, and allowing local innovation. Next steps include publishing a long term strategy and supporting documents on specific areas like enabling long term condition coordination and mental health.
Joan Saddler: Implications for putting patients and the public firstNuffield Trust
The document discusses the implications of NHS reforms for patient and public engagement and outlines three key points:
1) The reforms emphasize patient-led care and involvement of patient experience in quality measures and GP commissioning will require effective public engagement.
2) Mandatory engagement requirements may cause tension with discretionary powers and consortia will be legally required to involve and consult patients.
3) Understanding patient priorities from surveys and improving patient-centered care can boost outcomes, but sustaining change requires long-term cultural shifts more than quick fixes.
Ashford and St. Peter's Hospitals NHS Foundation Trust- A culture based appro...RuthEvansPEN
The document summarizes an initiative by Ashford and St. Peter's Hospitals NHS Foundation Trust to improve their complaints handling process using a culture-based approach. Originally, the Trust decentralized their formal complaints process but saw a reduction in performance. In response, the Chief Nurse commissioned a project to map a new specification for responding to concerns based on expected behaviors rather than tasks. Through staff interviews and stakeholder engagement, they identified issues like inconsistencies in review processes and a lack of shared learning. The new approach empowered division leaders, strengthened quality governance, improved policies, and supported staff resilience. As a result, the Trust saw reductions in follow up rates, improvements in patient survey scores, and fewer complaints and PHSO cases.
This document provides an overview of monitoring and evaluation concepts for designing M&E frameworks and plans. It discusses the key components of an M&E framework including objectives, indicators, data collection, responsibilities and frequency. Examples are provided of frameworks for different public health programs addressing problems like maternal mortality and fertility. Participants are guided through exercises to identify health problems, program objectives, and indicators for sample case studies. The document emphasizes establishing valid, reliable and timely indicators that are consistent with program design and aid management and evaluation of progress toward objectives. It also covers developing a full M&E framework with defined indicators, data sources and collection responsibilities.
This document provides an overview of monitoring and evaluation concepts for designing M&E frameworks and plans. It discusses the difference between program frameworks and M&E frameworks, and how to identify appropriate indicators. Participants are guided through exercises to develop a program logic model and select indicators for a sample public health case study. Key aspects of M&E frameworks like data sources, collection methods and responsibilities are reviewed. The document emphasizes setting realistic expectations and adapting the M&E plan if funding is reduced.
Similar to Practical Guide to Benefits Driven Change (20)
APM Corporate Event - Introduction to Benefits and Value (Leeds 2019-10-25)Minney org Ltd
APM's corporate members and affiliates are the most forward thinking companies in UK - constantly seeking ways to be better, to deliver excellence.
Both PMI (2018) and Axelos (2019) have highlighted that delivering excellence means maintaining a focus on benefits. These two presentations, delivered to corporate members in Yorkshire, introduces benefits management. It was followed by another on Benefits Management Frameworks
Benefits Management Frameworks - APM North East England branchMinney org Ltd
Benefits Realisation Management – project success and organisation success
The book “A guide to using a benefits management framework”, due to be published by APM within a few weeks, does not explain how to do benefits management – there are plenty of other sources for that information. It focuses specifically on implementing and using a BMF. But in view of the audience, we had a very quick canter through benefits management, how it runs along side project management (with the illustration of two rival games controllers), and benefits mapping (one of the core stakeholder engagement tools). Along with the obligatory reminder of Alex Budzier’s finding (across 11,958 projects) that only 47.5% are on budget, only 7.8% are on budget and on time, and a startling 0.05% are on budget, on time and on benefits (or better). Since benefits management contributes to the organisation’s commercial success, that means that one in 200 projects are in effect making up for the other 199. Achieving greater success rates will have a disproportionate impact on reputation and profit/ surplus.
The presentation also includes feedback from our audience
Introduction to Benefits Realisation ManagementMinney org Ltd
Introduction titled "Benefits Management - Can We Fix It? Yes We Can!" explains why benefits management is so important (because failure makes our companies uncompetitive, success creates jobs and success in UK), and what to do about ensuring success.
Used Mentimeter for feedback from audience
APM Benefits Management Introduction - North East 23 May 2019Minney org Ltd
The National Specialist Family Service provides substance abuse treatment to parents who want to keep their children. It has an 80% graduation rate for parents becoming clean and families staying together, and a 70% success rate after 4 years. While the program costs over £2 million for 40 families over 5 years, it saves over £8 million over the same period due to preventing costs of family breakdown. The program is effective but underutilized due to safety concerns of social workers and legal barriers that previously did not allow enough time for rehabilitation attempts before removing children from parents. However, the program helped change legislation to require rehabilitation be attempted before court proceedings.
Originally delivered on 17 April 2012, this slide set is still relevant today. It describes how Benefits Management fits in with the Project Management lifecycle, where Projects should only be initiated once the benefits have been determined, and the decisions a project manager makes should optimise Benefits Realization Management (BRM) rather than simply try to reach the next milestone (see especially slide 7)
North Tyneside NHS Tripartite primary care strategy v1 7Minney org Ltd
North Tyneside developed a Primary Care Strategy which represents the future of community and GP-led healthcare in the area, covering 215,000 population.
Our objective is to enhance the health and happiness of our population, which we'll do by improving appropriate access to Primary Care (GPs etc); expanding the range of clinics and services you can receive in primary care, improving specialist support, and maximising Prevention and Self-Management.
This document is endorsed by the three main organisations - the GP Federation (TyneHealth - for General Practitioners/ Family physicians); Clinical Commissioning Group CCG, and Local Medical Committee LMC
Using the Public Services (Social Value) Act 2012 for competitive advantageMinney org Ltd
European procurement rules, and government tender process, takes a lot of work. Only the biggest companies can afford a bid team.
wouldn't you like to tilt the playing field in your favour? The little-used Social Value Act 2012 can be used as a tool for good.
This presentation includes a workshop at the Association for bid and Proposal Management Professionals' 2016 conference on Oct 20th at Wokenfield Park
North Tyneside NHS Tripartite primary care strategyMinney org Ltd
This document proposes a new primary care strategy for North Tyneside that is clinician-led and collaborative. It involves redesigning access to primary care through virtual hubs and extended teams, integrating specialist support into the community, and focusing on prevention and self-management. The strategy aims to improve access, care coordination, and financial sustainability of the local healthcare system while maintaining the strengths of general practice.
Social Return on Investment - a powerful tool for Project ManagersMinney org Ltd
SROI (Social Return on Investment) demonstrates value for money and can be used both for the business case and for making decisions about go/no go and direction during implementation of a project.
But more than this, it also creates and drives benefits just by measuring.
SROI puts a value on soft benefits. All is explained!
SROI national specialist family service 2013Minney org Ltd
Phoenix Futures (National Specialist Family Service - substance misuse rehabilitation) Social Return on Investment report. Demonstrates the value for money both in overall terms, and in direct cash flow to local authority social services / NHS / judiciary
APM Benefits Summit 2016 - Hugo MInney SROIMinney org Ltd
Association for Project Management holds an annual Benefits Management Summit. 2016 I spoke about non-Financial benefits using the Social Return on Investment (SROI) framework). Enclosed are the powerpoint slides
Association for Project Management holds an annual Benefits Management Summit. 2016 I spoke about non-Financial benefits using the Social Return on Investment (SROI) framework). Enclosed are the speaker details
The Concept of a Virtual Ward needs some explaining. In Seaham in County Durham we identified the most vulnerable and elderly patients through predictive risk modelling and developed a service which would improve their clinical outcomes, improve their experience, reduce costs through reducing use of unplanned care, and improve working lives.
Although this only ran for 12 months in pilot form, it has since been extended across 170,000 patients in Easington and Sedgefield in County Durham
7023 tf039 care home ward rounds poster 2012 julMinney org Ltd
Nursing and residential care homes care for vulnerable patients with health and support needs. One GP practice implemented a initiative where community matrons visited care homes proactively and in response to calls, providing clinical support. This decreased GP visits to care homes by over 50% and likely decreased hospital admissions and costs based on the successful practice. Surveys found patients, families, and care home staff were satisfied with the quality of care and support from the community matrons.
Managing benefits from projects - the NHS wayMinney org Ltd
Within Project Management, Benefits Management can both make sure that the right things are done well, and can also drive the realisation of benefits through stakeholder engagement.
This workshop uses an NHS example to show how return on investment, even in hard cash terms, can be delivered within a non-profit environment
Motivating Staff using Benefits management to align valuesMinney org Ltd
Everyone wants to make a difference. When people feel involved, feel that they make a difference, they can achieve superhuman results. When they don't feel involved, recognised, and able to contribute, they become demotivated.
Benefits Management is a way of measuring to demonstrate results. With the right measures and reporting in place, people can see what a difference they make and can see how their changes in behaviour and activity affect the organisation's (and their team's) success. That's why it is so powerful!
Social Return on Investment (SROI) - a framework for Benefits ManagementMinney org Ltd
This document introduces social return on investment (SROI) as a framework for benefits management. SROI provides a standardized process to quantify social, environmental, and economic outcomes of projects, programs, or organizations. It involves identifying and valuing outcomes for stakeholders, mapping how outcomes are achieved, and calculating a ratio of benefits to costs. The document outlines when SROI is useful, principles of the approach, the six-step process, and examples of how SROI has been applied to evaluate family rehabilitation services, corporate social responsibility initiatives, and user experience audits. SROI aims to capture both financial and non-financial benefits in a rigorous yet transparent way to inform management decisions.
The document proposes using a Social Return on Investment (SROI) framework to help commissioners evaluate contracts and services to get the best return while meeting varied needs with constrained resources. SROI is a framework that engages stakeholders to understand the social value created by measuring outcomes, attributing results, and verifying changes in a transparent way. The author offers to apply this framework to review concerning contracts or compare the social returns of multiple contracts and services for commissioners over the summer of 2011.
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Practical Guide to Benefits Driven Change
1. Benefits Driven Change Using some examples from the ISIP Demonstrator Programme, this guide shows how a benefits approach to change can be used to deliver sustainable service transformation more quickly. It also helps the care community, including external partnerships, to be more flexible in responding to changing circumstances . A Practical Guide for the NHS
2. What is a Benefits Approach? Programme or Project Planning At the planning stage, engage stakeholders in the process of identifying shared benefits as well as potential individual benefits or disbenefits. A Benefits Approach is a cultural thing – it applies to every stage of the project or change programme and should support, not get in the way Implementation To keep stakeholders and staff engaged and focussed, when reporting progress use “this means” and remind people of the benefits sought. Use easy-to-understand measures and presentation e.g. Dashboard. Delivery and Achievement Focus on the benefits to patients, to clinical outcomes, to stakeholders, to the whole community. LOS or admissions avoided are not benefits, though they can lead to benefits. Case for further investment If the project has been a success then you may want to expand; alternately another organisation may want to copy your project. Report in terms of benefits.
3. Why does a Benefits Approach matter? A benefits approach will help you to engage different stakeholders and organisations, and also enable you to establish baselines and quantify improvements. Whether you are trying to motivate yourself or another (e.g. Cognitive Behavioural Therapy CBT), or changing a community, the principle is the same. LONG TERM SHORT TERM PERSONAL Outcome : How would I like to be? Benefits : What will that give me? These could be in health, time, growth, happiness. Outcome : What will I achieve this week? Benefits : What value do I get from achieving this? (and does the value I get contribute to my longer-term aim?) ORGANISATIONAL Outcome : What will we as a community / organisation look like at the end of this transformational programme? Benefits : What will the value-add be? Organisational or community benefits are more likely to be population health, quality of life / length of active life for a segment of the population, resources freed up and used to deliver additional services, staff career opportunities, etc. Outcome : For each project: what is the outcome of this project? Projects may have milestones indicating a particular achievement etc. Benefits : What are the short-term benefits or values of achieving this? (Once again, do the short-term benefits contribute to the longer-term benefits? If not, do they represent ‘quick wins’ which keep people motivated and engaged?)
4. Stakeholder Benefits Priority Objectives are national or local targets e.g. “reducing inequalities” Benefits may be stakeholder-specific or shared, and are the motivating force Outcomes represent the future state of the service, what it has to be like to deliver the benefits Projects and Actions to Change are what you do to achieve the outcomes New Economics Foundation – Measuring real value: A DIY guide to Social Return on Investment See also NHS ISIP Practical Guide on Stakeholder Engagement Progress isn’t always direct, but it should always be progress Projects, Actions to Change Outcomes Benefit Priority Objective Stakeholder 1 Stakeholder 2 Stakeholder 3 Stakeholder 4
5. Asset or Investment exploitation Method From the Project Plan, work forwards to determine where the benefits will be Project-led approach to Benefits Project led approach starts here More community staff to attain more patient contacts More patient contacts deliver more care at home More care at home reduces need for hospital attendance and admission Benefit The Value-add for Patients and service Priority Objective National or local target Outcome What the service will look like Output Project Aims
6. See ISIP Benefits Dependency Mapping Tools Decide what you want, and what’s important about that Measure what’s important, not just what’s easy Make sure each project or output delivers the benefits that you set out to achieve, and contributes to the priority objective Benefits Planning An alternate approach that has been adopted in the LHC Demonstrators Benefit E.g. Quality of life Priority Objective E.g. Reduced Inequalities Outcome Care delivered at home Output Community Teams Quality of Life achieved by Care delivered at home In order to deliver Care at home, need a project to get the teams in place Benefits led approach starts here Reduced inequalities demonstrated by improved quality of life
7. Demonstrator Experience: Illustrating a Benefits Approach LHC Demonstrator Case Studies: Benefits Approach in Action The Tees ENT Walsall Stroke Project Clinicians made the decisions on the basis of clear evidence – better care brings financial benefits Walsall Dashboard Decide a clear mechanism for reporting, which shows how the benefits are being delivered Liverpool Scheduled Care Ensure everyone agrees the aims and benefits – clarify in writing; simplify many projects into a few programmes with an overall governance structure West Herts Dermatology Keep it simple – work on one benefit at a time and acknowledge and respond to disbenefits
8. Demonstrator Experience: The Tees ENT Our situation 74% of patients seen in an outpatient setting and then discharged – probably suitable for a community setting National targets to deliver care closer to home Enthusiasm for changes to service from the Practice-Based Commissioning consortia Independent Reconfiguration Panel report recommendations, supported by Secretary of State approval, indicate that out of date buildings should be replaced and that new services should be in a well-situated location complemented by well-developed primary care & community services ENT service currently provided across two hospital sites which has made patient satisfaction difficult to gauge. What we did Clinicians reviewed the existing data on waits and cases referred, to examine scope for redesign and anticipated benefits ‘ Soft’ market assessment and evaluation of expressions of interest from potential service providers Worked in partnership with local ENT providers to develop new patient-centred services Specifications for facilities and equipment requirements were developed by a working team including specialists, GP, audiologists and nursing staff with additional input and guidance from infection control colleagues Detailed work around patient pathways, service exclusions, diagnostic requirements, administration pathways and reporting commenced after the overall care model was agreed between partners. What we achieved Referring appropriate cases direct to the community-based service will reduce waiting times to below 4 weeks and the location and reassurance of an early appointment should be more convenient to patients – evaluation of patient and GP satisfaction will be a priority post go-live (October 2007) Project contributes to national & local targets including 18 week target, delivery of Care Closer to Home and supporting Practice Based Commissioning Anticipated financial savings are significant. One of the major benefits of the project is the release of savings to invest in additional care Development of a skills and knowledge base within the PCT around service redesign.
9. Demonstrator Experience: Walsall Dashboard Our situation During 2006, Walsall tPCT started to use the ISIP process to plan transformational change programmes for Urgent Care, LTC & the 18 Weeks Referral to Treatment initiative ‘ Readiness to Change’ had been assessed by a group of Directors from across the LHC showing early development of capability The aim of the demonstrator project was to develop a whole systems benefits realisation framework & a high level dashboard, to ensure that: programmes of benefits led change were delivered The PCT improved its capability to deliver change & realise benefits across the programme portfolio Help from the local change consultant was required to improve capability across the whole process. What we did Completed a diagnostic process, which made recommendations to address gaps and areas for improvement Recruited and trained programme managers and commissioners to expand capability Reviewed the Benefits Realisation Plans & finalised benefits at programme level (UC, LTC,18 wks & palliative care) with a basket of supporting metrics Developed a benefits realisation framework covering project, programme and portfolio levels Portfolio level benefits Improved clinical outcomes Improved business processes Improved patient experience Best use of resources Agreed a process to develop the dashboard Developed an approach to mainstreaming ISIP. What we achieved Good governance structure across LHC to support delivery Trained programme managers and commissioners in place A well-developed reporting structure to monitor progress, including dashboards (at-a-glance performance and benefits achievement reports) for the steering panel and protocols for dashboards specific to each organisation Agreed approach mainstreaming ISIP Programmes are being delivered to timescale and benefits are being realised.
10. Demonstrator Experience: Liverpool Scheduled Care Our situation The stakeholders (PCT and acute Trust) in Liverpool were clear about the aims of the overall programme There were a number of existing projects set up to achieve specific parts of this, but they were not coordinated well Each project had its own project manager and project support office, and in many cases its own steering group. What we did Using the Benefits Dependency Network Planning Tool, we were able to identify all of the existing projects and all of their expected outcomes and the benefits that they contributed Our first attempt was too messy – it was difficult to follow through on an individual project and see where it contributed, and difficult to see which projects contributed to specific priorities and benefits The Benefits Dependency Network planning tool enabled us to group together similar projects and develop a governance framework and an overarching steering group, with project groups responsible for clusters of projects. What we achieved A single governance structure reduced administration, made best use of scarce skills, and delivered more, faster within finite resources We understood the connections: for example reducing waste (objective) meant resources being applied effectively and freed up resources for new services (benefit), and we could demonstrate this Working together on projects encouraged us to come up with new services which could benefit the whole community – provider, commissioner, patient and service user, and staff. “ the difference is everybody’s working together, whereas before it was more fragmented” Programme Manager
11. Demonstrator Experience: Walsall Stroke Project Our situation Length of Stay (LOS) for stroke patients in Walsall was longer than national benchmarks The hospital needed to reduce beds to support the PFI development Management of financial risk for the hospital was an important consideration Commissioners will need to demonstrate maximum efficiency in the longer term. What we did PCT and hospital jointly developed a new pathway The pathway involved hospital AHPs in outreach and early handover to community teams Community teams are in place to provide rehabilitation in the community, which will integrate people back into their social networks leading to better health outcomes We reported the current LOS regularly so everyone could see progress. What we achieved Measures to demonstrate financial efficiency, clinical outcome, care and efficiency have been agreed and are being reported LOS has fallen The new pathway has been implemented Community resources are in place 18 beds have been removed Transitional financial arrangements are in place to support risk sharing between hospital and PCT Planning unbundling of tariff to embed changes. Objectives Improve patient care by implementing a new care pathway Redesign Stroke Rehabilitation to shift care into a range of community settings: home or intermediate care settings Thus reduce ALOS (Average Length of Stay) Thus reduce number of stroke beds by 18 to enable PFI.
12. Demonstrator Experience: West Herts Dermatology Our situation Some of the ‘benefits’ sought by the PCT (commissioner) were perceived by the hospital (provider) as a disbenefit, e.g. loss of income As we mapped the stakeholders (patient, staff, PCT commissioner, provider) and their direct and indirect benefits, we realised that this effect (of conflicting views of benefits) got worse. What we did We focussed on each benefit in turn, starting with the most important This allowed us to examine what contribution each benefit would make, and what needed to be in place to achieve that from each side A key challenge was to access data which would verify the benefits profile projected. What we achieved Stakeholders who might have been rivals now work together to deliver patient-centred services Where transfer of care outside hospital will release capacity, the hospital trust is planning to reuse this to provide new services (see map below) A coordinated approach retains the capacity and flexibility. Creative use of spare provider capacity CATS in place for Dermatology Reduced Income Spare Capacity Disposed of Asset Sales OR Reduced Capability and Flexibility Private Clinics High Clinical Effect Services Reduced Costs to Commissioner Unused Capacity / Facilities Income from “other” Commissioners Improved Overhead Recovery
13. Key Messages You will always meet opposition to change, and it will always take longer than you thought; focus on the benefits you will achieve, and if you can’t do it all in one go then take smaller steps. Where is the evidence? Data which shows the current situation (baseline) and monitors progress can be hard to obtain (e.g. IM&T systems don’t align), but is vital when demonstrating that benefits are being delivered. Be flexible: when priorities or circumstances change, review what actions are needed to ensure the benefits get delivered. Group existing and new projects into programmes, with a single steering group and governance structure. Understand cause and effect – without causes (action) the effects (delivery) won’t happen. Keep it simple: dashboard-style reporting, with the benefits relevant to the stakeholder group, will be easier to follow. Different stakeholders may need different dashboards. Report achievements regularly and widely – keep people motivated and involved.
14. Where to go for more information External references: Delivering Quality and Value: ISIP Guide: http://www.isip.nhs.uk/guidance ISIP Practical Guide: Developing a Shared Vision: http://www.isip.nhs.uk ISIP Practical Guide: Stakeholder Engagement:: http://www.isip.nhs.uk RTC Stage I Benefits Planning: http://www.isip.nhs.uk/roadmap Measuring real value: A DIY guide to Social Return on Investment (New Economics Foundation): http://www.neweconomics.org/gen/z_sys_PublicationDetail.aspx?pid=241 Named contacts: Leonie Beavers, Director of Strategy / SRO, Liverpool PCT, [email_address] Nicola Allen, Head of Planned Care Commissioning / Programme Manager, Liverpool PCT, [email_address] Andrea Bigmore, Head of Change Programmes, Walsall tPCT, [email_address] Julia Schofield, Consultant Dermatologist, West Herts Healthcare Trust, [email_address] Amanda Yeates, Project Manager, West Herts Healthcare Trust, [email_address] Phil Whitfield, Associate Director of Planning and Performance, Hartlepool PCT, [email_address]