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SLM

SLM. Sally Lagan Assistant Director Projects and Service Development CLINICAL LEADERSHIP DEVELOPMENT PROGRAMME Cohort 4. SLM. Introduced into Foundation Trusts in 2006 by Monitor A critical enabler of good hospital performance. Improved Patient Experience. Clinicians should drive change.

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SLM

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  1. SLM Sally Lagan Assistant Director Projects and Service Development CLINICAL LEADERSHIP DEVELOPMENT PROGRAMME Cohort 4

  2. SLM • Introduced into Foundation Trusts in 2006 by Monitor • A critical enabler of good hospital performance

  3. Improved Patient Experience

  4. Clinicians should drive change • Know the services • Opportunity to lead change • Be in control • Opportunity to be innovative • Change cultures and values • ‘if you don’t change the behaviour of the person in the white coat with the syringe in their hand or the person in the frilly hat you haven’t changed anything’ • Development of leaders

  5. And take responsibility • Know and understand the business • Work collaboratively • Be prepared to change • Foster clinical leadership • Vital for pathway innovation • Still have heads above the parapet when the going gets tough

  6. Edwards N, Marshall M. McLellan A, Abbasi KBMJ 2003; 326(7390): 609-610 Doctors and managers have much to learn from each other …each group has a unique contribution, which needs to be respected and valued There is undoubtedly much more scope for mutual understanding Patients are best served by a tension between the two

  7. …a paradox between calls for a common set of values and the need to recognise that doctors and managers do and should think differently If managers became preoccupied with the needs of an individual patient … then the health system would collapse If doctors principal concern was to ensure smooth running of the system & delivery of policy irrespective of the consequences for the patient … then both the quality of care and public support would collapse

  8. Key Enablers • Supporting organisational structure, capabilities, incentives, and trust-wide processes and policies • Clear service line strategy and objectives • Effective annual planning process • Reliable, relevant, accessible and timely information • Effective performance improvement system

  9. Governance Businessmeetings SCMs Performance Reviews TDG ADs QUAD Project Groups Project Groups Sub Specialty Medical & Nursing Leads Sub Specialty Medical & Nursing Leads Sub Specialty Medical & Nursing Leads Sub Specialty Medical & Nursing Leads

  10. Annual Planning

  11. One size does not fit all • Unique needs • Specialist service lines • Focused on patient groups

  12. Speciality and sub speciality dashboards Patient Level Information Costing System Intelligence Decision making Information

  13. Benefits • Better patient care • Empowering clinicians to take the lead • Greater efficiency and productivity • Seeing the bigger picture • A robust planning process • A stronger negotiating position • Manageable structures • Decision making at the right level • Engaging front line staff

  14. SLM Framework X X X X X X

  15. SLM Framework • Information management • Strategy and service line planning • Performance management • Organisational structure Minimal implementation Best practice 1 2 3 4

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