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The journey -

This programme’s purpose was to replace a hospital’s complex and inconsistent system for outpatient bookings with a call centre, usinga single telephone number for all outpatient bookings. A review found that bookings were being made by over 300 staff with over 70 phone numbers in use across the trust. In some departments, it was only possible to book an appointment between certain times and on occasion there was nobody was available to cover bookings during annual leave. The lack of consistency across the trust meant that the patient experience was confusing and navigating between specialties was difficult. The team worked with stakeholders to interpret the review findings and to co-design a more streamlined booking system.  A new bookings process was then introduced alongside call centre technology and, after a trial period, all booking staff moved into one building.  The service has since been gradually refined to enable staff to work across specialities.

Outcomes

Outpatient bookings are now handled by 30 full time employees.  Patient experience is much improved and savings of £1.2 million have been achieved.

Patient setting

In-patient Out-patient        X Community based
Mental health Chronic illness Cross-systems
 

Clinical area

Staying healthy Maternity and newborn Children and young people Acute care
Planned care   X Mental health Long-term conditions End of life
 

Information, tools and techniques used

The creation of a Patient Access Centre was a Process Redesign in Administrative and Managerial services project (PRAM).  The project team drew on principles from a number of change tools, using a lean systems approach and being guided by principles from the DEMAIC (Define, Enthuse, Measure, Analyse, Improve, Control) model of change. To govern the overall project management, the team drew on principles from PRINCE 2. To embed the change, the team drew on Kurt Lewin’s ‘unfreeze, change and refreeze’ thinking.  The principles of Kubler Ross’ change curve were also instrumental in the team’s approach.  

Geography

The change took place within one acute hospital in Torbay, Devon.

Timescale

The project started in January 2010 and took approximately 18 months to complete.

Contact details and further information

Nick Debney, Torbay Hospital. Email: nick.debney@nhs.net [post_title] => Patient Access Centre [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => patient-access-centre-2 [to_ping] => [pinged] => [post_modified] => 2015-03-24 13:27:32 [post_modified_gmt] => 2015-03-24 13:27:32 [post_content_filtered] => [post_parent] => 0 [guid] => http://clients.electricstudio.co.uk/tvhiec/wpcms/?post_type=improvement-science&p=3427 [menu_order] => 0 [post_type] => improvement-science [post_mime_type] => [comment_count] => 0 [filter] => raw ) [1] => WP_Post Object ( [ID] => 3425 [post_author] => 8 [post_date] => 2013-01-16 16:10:47 [post_date_gmt] => 2013-01-16 16:10:47 [post_content] =>

The journey -

The Orthopaedic Rapid Improvement Programme was set up to rapidly improve patient pathways for fractured neck of femur and hip and knee surgery. It was a national programme designed to embed best practice pathways and, in so doing, to make major improvements in patient experience, beds saved and clinical outcomes.   Nationally, the Rapid Improvement Programme was commissioned by the Department of Health and led by the NHS Institute for Innovation and Improvement. Each trust was supported by a clinical facilitator to embed the pathways. In NHS South West, the SHA built on the Rapid Improvement Programme pilots with a series of events to help spread the learning (see: Collaborative Commissioning events).  

Outcomes

The impact of the programme has varied between the trusts but overall it has been very successful. Common outcomes include greater numbers of patients being admitted on the day of surgery and reduced length of stay. Trusts developed a better understanding of their actual performance, which helped them improve and there were also cultural changes, such as traditional role demarcations being broadened to foster a ‘can do’ attitude and better quality teamwork.  

Patient setting

In-patient   X Out-patient   X Community based   X
Mental health Chronic illness Cross-systems    X
 

Clinical area

Staying healthy Maternity and newborn Children and young people Acute care
Plannedcare X Mental health Long-term conditions End of life
 

Information, tools and techniques used

The programme drew upon regional benchmarking evidence to support best practice in orthopaedic pathways. It used an evidence-based rapid work process developed by the NHS Institute, which included a range of tools, such as the observation tool ‘Through the eyes of’.  

Geography

The programme was implemented in 20 acute trusts across England, two in NHS South West.  

Timescale

Each trust implemented the pathways in an intensive 12 week period. The programme as a whole ran for a year from 2008 to 2009. This included time to form direction, select trusts and work with these pilot sites.  

Contact details and further information

Deborah Thompson deborah.thompson@institute.nhs.uk headed the orthopaedic Rapid Improvement Programme team. Further information on the programme can be found at: http://www.institute.nhs.uk/quality_and_value/high_volume_care/rapid_improvement_programme.html

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The journey -

This programme’s purpose was to replace a hospital’s complex and inconsistent system for outpatient bookings with a call centre, usinga single telephone number for all outpatient bookings. A review found that bookings were being made by over 300 staff with over 70 phone numbers in use across the trust. In some departments, it was only possible to book an appointment between certain times and on occasion there was nobody was available to cover bookings during annual leave. The lack of consistency across the trust meant that the patient experience was confusing and navigating between specialties was difficult. The team worked with stakeholders to interpret the review findings and to co-design a more streamlined booking system.  A new bookings process was then introduced alongside call centre technology and, after a trial period, all booking staff moved into one building.  The service has since been gradually refined to enable staff to work across specialities.

Outcomes

Outpatient bookings are now handled by 30 full time employees.  Patient experience is much improved and savings of £1.2 million have been achieved.

Patient setting

In-patient Out-patient        X Community based
Mental health Chronic illness Cross-systems
 

Clinical area

Staying healthy Maternity and newborn Children and young people Acute care
Planned care   X Mental health Long-term conditions End of life
 

Information, tools and techniques used

The creation of a Patient Access Centre was a Process Redesign in Administrative and Managerial services project (PRAM).  The project team drew on principles from a number of change tools, using a lean systems approach and being guided by principles from the DEMAIC (Define, Enthuse, Measure, Analyse, Improve, Control) model of change. To govern the overall project management, the team drew on principles from PRINCE 2. To embed the change, the team drew on Kurt Lewin’s ‘unfreeze, change and refreeze’ thinking.  The principles of Kubler Ross’ change curve were also instrumental in the team’s approach.  

Geography

The change took place within one acute hospital in Torbay, Devon.

Timescale

The project started in January 2010 and took approximately 18 months to complete.

Contact details and further information

Nick Debney, Torbay Hospital. Email: nick.debney@nhs.net   [post_title] => Patient Access Centre [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => patient-access-centre [to_ping] => [pinged] => [post_modified] => 2015-03-24 13:27:32 [post_modified_gmt] => 2015-03-24 13:27:32 [post_content_filtered] => [post_parent] => 0 [guid] => http://clients.electricstudio.co.uk/tvhiec/wpcms/?post_type=improvement-science&p=3419 [menu_order] => 0 [post_type] => improvement-science [post_mime_type] => [comment_count] => 0 [filter] => raw ) [3] => WP_Post Object ( [ID] => 3418 [post_author] => 8 [post_date] => 2013-01-16 15:45:57 [post_date_gmt] => 2013-01-16 15:45:57 [post_content] =>

The journey -

The Orthopaedic Rapid Improvement Programme was set up to rapidly improve patient pathways for fractured neck of femur and hip and knee surgery. It was a national programme designed to embed best practice pathways and, in so doing, to make major improvements in patient experience, beds saved and clinical outcomes.   Nationally, the Rapid Improvement Programme was commissioned by the Department of Health and led by the NHS Institute for Innovation and Improvement. Each trust was supported by a clinical facilitator to embed the pathways. In NHS South West, the SHA built on the Rapid Improvement Programme pilots with a series of events to help spread the learning (see: Collaborative Commissioning events).  

Outcomes

The impact of the programme has varied between the trusts but overall it has been very successful. Common outcomes include greater numbers of patients being admitted on the day of surgery and reduced length of stay. Trusts developed a better understanding of their actual performance, which helped them improve and there were also cultural changes, such as traditional role demarcations being broadened to foster a ‘can do’ attitude and better quality teamwork.  

Patient setting

In-patient   X Out-patient   X Community based   X
Mental health Chronic illness Cross-systems    X
 

Clinical area

Staying healthy Maternity and newborn Children and young people Acute care
Plannedcare X Mental health Long-term conditions End of life
 

Information, tools and techniques used

The programme drew upon regional benchmarking evidence to support best practice in orthopaedic pathways. It used an evidence-based rapid work process developed by the NHS Institute, which included a range of tools, such as the observation tool ‘Through the eyes of’.  

Geography

The programme was implemented in 20 acute trusts across England, two in NHS South West.  

Timescale

Each trust implemented the pathways in an intensive 12 week period. The programme as a whole ran for a year from 2008 to 2009. This included time to form direction, select trusts and work with these pilot sites.  

Contact details and further information

Deborah Thompson deborah.thompson@institute.nhs.uk headed the orthopaedic Rapid Improvement Programme team. Further information on the programme can be found at: http://www.institute.nhs.uk/quality_and_value/high_volume_care/rapid_improvement_programme.html

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The journey -

The Healthy Futures Programme was developed as an umbrella programme through which system-wide and transformational change initiatives could be coordinated regionally. Its vision is “to achieve a financially sustainable health system which prevents illness, maintains independence and streamlines pathways.” It has particularly focused on pathology and head and neck services. Initially the programme was strongly driven by quality and safety, but financial sustainability has increasing taken centre stage. It oversees both clinical change programmes, which focus on the redesign of clinical services and pathways, and enabling programmes, which focus on the coordination of support functions in line with new service models.  

Outcomes

The programme’s key achievement is that it has created a platform for whole system change where previously there was a fragmented structure. To date, a number of major approvals for service reconfigurations have been gained and good progress made in several areas. For example, services in the two acute trusts in Bristol have been consolidated and reconfigured.  

Patient setting

In-patient   X Out-patient   X Community based   X
Mental health Chronic illness Cross-systems   X
 

Clinical area

Staying healthy

Maternity and newborn

Children and young people

Acute care   X

Planned care   X

Mental health

Long-term conditions

End of life

 

Information, tools and techniques used

The Healthy Futures Programme grew out of the Bristol Health Services Plan (BHSP), which was established to transform, modernise and improve health facilities and services throughout BNSSG. It was informed by the Darzi white paper, which established the need for local authorities to establish health and wellbeing boards, as well as other policy drivers. To help implement programmes, the Healthy Futures team has created a set of local templates and tools based on the principles of models such as MSP and PRINCE2.  

Geography

Bristol, North Somerset and South Gloucestershire (BNSSG).  

Timescale

The programme was initiated in March 2010 and is still ongoing.  

Contact details and further information

Richard Smale richard.smale@bristol.nhs.uk is programme director of the Healthy Futures Programme.

Further information can be found at http://www.avon.nhs.uk/healthyfutures/

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The journey -

This programme’s purpose was to replace a hospital’s complex and inconsistent system for outpatient bookings with a call centre, usinga single telephone number for all outpatient bookings. A review found that bookings were being made by over 300 staff with over 70 phone numbers in use across the trust. In some departments, it was only possible to book an appointment between certain times and on occasion there was nobody was available to cover bookings during annual leave. The lack of consistency across the trust meant that the patient experience was confusing and navigating between specialties was difficult. The team worked with stakeholders to interpret the review findings and to co-design a more streamlined booking system.  A new bookings process was then introduced alongside call centre technology and, after a trial period, all booking staff moved into one building.  The service has since been gradually refined to enable staff to work across specialities.

Outcomes

Outpatient bookings are now handled by 30 full time employees.  Patient experience is much improved and savings of £1.2 million have been achieved.

Patient setting

In-patient Out-patient        X Community based
Mental health Chronic illness Cross-systems
 

Clinical area

Staying healthy Maternity and newborn Children and young people Acute care
Planned care   X Mental health Long-term conditions End of life
 

Information, tools and techniques used

The creation of a Patient Access Centre was a Process Redesign in Administrative and Managerial services project (PRAM).  The project team drew on principles from a number of change tools, using a lean systems approach and being guided by principles from the DEMAIC (Define, Enthuse, Measure, Analyse, Improve, Control) model of change. To govern the overall project management, the team drew on principles from PRINCE 2. To embed the change, the team drew on Kurt Lewin’s ‘unfreeze, change and refreeze’ thinking.  The principles of Kubler Ross’ change curve were also instrumental in the team’s approach.  

Geography

The change took place within one acute hospital in Torbay, Devon.

Timescale

The project started in January 2010 and took approximately 18 months to complete.

Contact details and further information

Nick Debney, Torbay Hospital. Email: nick.debney@nhs.net [post_title] => Patient Access Centre [post_excerpt] => [post_status] => publish [comment_status] => closed [ping_status] => closed [post_password] => [post_name] => patient-access-centre-2 [to_ping] => [pinged] => [post_modified] => 2015-03-24 13:27:32 [post_modified_gmt] => 2015-03-24 13:27:32 [post_content_filtered] => [post_parent] => 0 [guid] => http://clients.electricstudio.co.uk/tvhiec/wpcms/?post_type=improvement-science&p=3427 [menu_order] => 0 [post_type] => improvement-science [post_mime_type] => [comment_count] => 0 [filter] => raw ) [comment_count] => 0 [current_comment] => -1 [found_posts] => 16 [max_num_pages] => 4 [max_num_comment_pages] => 0 [is_single] => [is_preview] => [is_page] => [is_archive] => 1 [is_date] => [is_year] => [is_month] => [is_day] => [is_time] => [is_author] => [is_category] => [is_tag] => [is_tax] => 1 [is_search] => [is_feed] => [is_comment_feed] => [is_trackback] => [is_home] => [is_privacy_policy] => [is_404] => [is_embed] => [is_paged] => [is_admin] => [is_attachment] => [is_singular] => [is_robots] => [is_favicon] => [is_posts_page] => [is_post_type_archive] => [query_vars_hash:WP_Query:private] => fbd3e6098b79074f3a6f6453adccb5fe [query_vars_changed:WP_Query:private] => [thumbnails_cached] => [stopwords:WP_Query:private] => [compat_fields:WP_Query:private] => Array ( [0] => query_vars_hash [1] => query_vars_changed ) [compat_methods:WP_Query:private] => Array ( [0] => init_query_flags [1] => parse_tax_query ) ) [1] => derp )

Category: Out-patient

Patient Access Centre

The journey – This programme’s purpose was to replace a hospital’s complex and inconsistent system for outpatient bookings with a call centre, usinga single telephone number for all outpatient bookings. A review found that bookings were being made by over 300 staff with over 70 phone numbers in use across the trust. In some departments, […]

Posted on Jan 16th Cat: , , Comments: Comments are off for this post

Orthopaedic Rapid Improvement Programme

The journey – The Orthopaedic Rapid Improvement Programme was set up to rapidly improve patient pathways for fractured neck of femur and hip and knee surgery. It was a national programme designed to embed best practice pathways and, in so doing, to make major improvements in patient experience, beds saved and clinical outcomes.   Nationally, […]

Posted on Jan 16th Cat: , , , , , Comments: Comments are off for this post

Patient Access Centre

The journey – This programme’s purpose was to replace a hospital’s complex and inconsistent system for outpatient bookings with a call centre, usinga single telephone number for all outpatient bookings. A review found that bookings were being made by over 300 staff with over 70 phone numbers in use across the trust. In some departments, […]

Posted on Jan 16th Cat: , , Tags: , , , Comments: Comments are off for this post

Orthopaedic Rapid Improvement Programme

The journey – The Orthopaedic Rapid Improvement Programme was set up to rapidly improve patient pathways for fractured neck of femur and hip and knee surgery. It was a national programme designed to embed best practice pathways and, in so doing, to make major improvements in patient experience, beds saved and clinical outcomes.   Nationally, […]

Posted on Jan 16th Cat: , , , , , Comments: Comments are off for this post

Healthy Futures Programme

The journey – The Healthy Futures Programme was developed as an umbrella programme through which system-wide and transformational change initiatives could be coordinated regionally. Its vision is “to achieve a financially sustainable health system which prevents illness, maintains independence and streamlines pathways.” It has particularly focused on pathology and head and neck services. Initially the […]

Posted on Jan 16th Cat: , , , , , , Tags: , , , Comments: Comments are off for this post