Unit Bleep and how it linked with Service analysis. Following the case DCOO and DDNMQ) to CSMT so that they could work meeting one particularly sent engage and secure ownership. closer together to understand negative message to rest of team. roles required to improve patient Only came on board when Personal learning needs, to experience (flow and care). This fortuitous opportunity to support own practice and also to enabled me, as facilitator, to drivers to CSMT support other Calderdale facilitate. representatives, with line facilitators: managers present (Deputy Further develop Project Named facilitator enabled full Director of Nursing and Quality management skill review and documentation of the and Deputy COO ) to endorse. (secured place on Prince current service functions and Site manager who was most 2 course), tasks, (who, when,where,what vocal went on to become Acting coaching (secured place and when). These were listed by Matron and became very on in-house course), the group. supportive of project. LEAN methodology (to The group looked at the process Next time, further work to engage review on line resources) from a patient point of view and all stakeholders up front so Continue developing QI by process mapping the patient engaged early on in service tool knowledge (attending pathway and where each task analysis and task analysis one – various Leadership the pathways, can never over communicate! pulled pt’s through Academy training) this helped review where there was duplication, lack of continuity By working in pairs, one facilitator and who tasks should sit with and may have addressed this by it re-iterated prioritisation of taking individual aside during the certain tasks so when we used meeting rather than waiting for the Impact Grid people had the natural break already got ideas. We looked at what could be changed to improve, who responsible, timescales and follow up actions Within the group, there was good understanding of how the service could be changed from national
Unit Bleep and how it linked with CSMT so that they could work closer together to understand roles required to improve patient experience (flow and care). This enabled me, as facilitator, to facilitate. Named facilitator enabled full review and documentation of the current service functions and tasks, (who, when,where,what and when). These were listed by the group. The group looked at the process from a patient point of view and by process mapping the patient pathway and where each task pulled pt’s through the pathways, this helped review where there was duplication, lack of continuity and who tasks should sit with and it re-iterated prioritisation of certain tasks so when we used the Impact Grid people had already got ideas. We looked at what could be changed to improve, who responsible, timescales and follow up actions Within the group, there was good understanding of how the service could be changed from national Service analysis. Following the meeting one particularly sent negative message to rest of team. Only came on board when fortuitous opportunity to drivers to CSMT representatives, with line managers present (Deputy Director of Nursing and Quality and Deputy COO ) to endorse. Site manager who was most vocal went on to become Acting Matron and became very supportive of project. Next time, further work to engage all stakeholders up front so engaged early on in service analysis and task analysis – one can never over communicate! By working in pairs, one facilitator may have addressed this by taking individual aside during the meeting rather than waiting for the natural break case DCOO and DDNMQ) to engage and secure ownership. Personal learning needs, to support own practice and also to support other Calderdale facilitators: Further develop Project management skill (secured place on Prince 2 course), coaching (secured place on in-house course), LEAN methodology (to review on line resources) Continue developing QI tool knowledge (attending various Leadership Academy training)
Synopsis_of_Implementation_of_CF.docx