Transforming Urgent and Emergency Care

1. Transforming Urgent and Emergency Care

2. Introductions Housekeeping Time Keeping Welcome

3. Objectives • Have increased understanding of the evidence to support urgent and emergency care transformation • Understand the clinical systems improvement approach and associated tools • Understand how systems thinking can support system transformation • Have knowledge of data and evidence sources to aid commissioning, and how best to utilise these when leading transformational change • Recognise transformational opportunities, and know how to challenge their own behaviour and approach, and that of others • Understand the potential and the limitations of existing components of the Urgent and Emergency care system

4. Your desired outcomes

5. Your desired outcomes

6. The Warwick Consensus • 100 experts are a strong voice • 100 experts agreeing can create change • 100 experts spreading a common message can change the NHS

7. Post it stickers

8. Anything the patient considers needs NHS attention but cant wait for an appointment Anything unscheduled Can we prevent urgent cases? Can we convert them to elective? What is urgent and emergency care?

9. Thinking Differently Challenge us, challenge you Diagnosis before treatment Don’t believe the myths 10.15

11. Core principles The Ideal System

12. Core principles – faculty view The Ideal System

13. The ideal system from a patient perspective The Ideal System

14. The ideal system from a patient perspective The Ideal System • Right care • Right place • First time • Equality • Good outcome • Speedy recovery • Good experience

15. My vision of a perfect UEC system • Right care • Right place • First time • Equality • Good outcome • Speedy recovery • Good experience • Understandable system • Help to navigate • Evidence based • Reliable and resilient • Share the metrics • Skilled staff with time to care • Sole motivation is best care from a patient perspective

16. Crisis ? What Crisis?

17. In 5 minutes What services do you have available and when ? 10.45 Group Work

18. Process mapping Some alternative approaches Nick Rich 10.55 Group Work

19. Process mapping Coffee - a lesson in capacity and demand Complete by 11.30 11.05 Group Work

20. ACUTE EPISODE

21. 11.30 One man’s view • The ideal system?

25. What about prevention?

26. 11.40: 10 minute Challenge Issues of access in the present system

27. 11.50 Consensus:Where do incidents happen at present?

28. 12.00 Opinion:Risk not harm

29. 12.15 Perverse incentives, financial and others • Name a perverse incentive.... • Pay for activity • Pay for total care • Pay for quality • Penalise for poor care • Pay organisations

30. 12.30 The challenges ahead

31. 13.45 Badges 1-33 Improving Access to primary care Dr Steve Clay Badges 34- 65 Out of Hours primary care & 111 Dr Henry Clay Badges 65-99 Emergency Ambulatory Care Dr Vincent Connelly Rotation two starts 14.30 Rotation three starts 15.15 12.55After lunch - Challenge the expert

32. 13.00 Lunch13.45 Recommence

33. 4.15Elect your “just a minute chairman”Define five big challengesDefine “JaM” questions

34. 4.45 Busting Myths • Workload is unpredictable • Gatekeeping A&E • Reducing A&E attendances • Community care is cheaper • Diverting to lower level of care

35. 5.15 Panel Challenge • 7 minutes for each of the big challenges

36. 6.00 Learning and Surprises

37. Objectives • Have increased understanding of the evidence to support urgent and emergency care transformation • Understand the clinical systems improvement approach and associated tools • Understand how systems thinking can support system transformation • Have knowledge of data and evidence sources to aid commissioning, and how best to utilise these when leading transformational change • Recognise transformational opportunities, and know how to challenge their own behaviour and approach, and that of others • Understand the potential and the limitations of existing components of the Urgent and Emergency care system

38. 6.25 The Warwick Consensus • 100 experts are a strong voice • 100 experts agreeing can create change • 100 experts spreading a common message can change the NHS

39. 7.00 pm Dinner • And…Just a minute • Networking • Thursday 08.30 start

40. Warwick Medical School is the first UK medical school to receive an Athena SWAN Bronze award for its school-wide work supporting the Charter for Women in Science.