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Contin-uous service improve- ment

Thames Valley HIEC. Contin-uous service improve- ment. High quality care and patient involve-ment. Trained workforce able to embrace change. Innovation acceleration. Appetite for change. Education, training, innovation diffusion. Proven innovations. Learning to Transform Care. 1.

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Contin-uous service improve- ment

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  1. Thames Valley HIEC Contin-uous service improve- ment High quality care and patient involve-ment Trained workforce able to embrace change Innovation acceleration Appetite for change Education, training, innovation diffusion Proven innovations Learning to Transform Care 1

  2. Objectives • Long term: HIEC as catalyst to accelerate service transformation through innovation in education and education in innovation • Short term: Delivery of the TV HIEC vision: • As quickly as possible • According to HIEC core principles • Aligned with South Central SHA vision and priorities

  3. What will the TV HIEC do? • Provide a forum for the right conversations • Identify innovations needing support for diffusion • Support innovative approaches to workforce education • Form a powerhouse to change practice in the Thames Valley through working partnerships between the health and social care workforce, the education sector and the knowledge industries of our patch • Change practice at the front-line of patient care

  4. South Central Ambulance Service Open University Oxford Deanery Reading University Oxford Brookes Thames Valley University Oxon & Bucks Mental Health FT Workforce Partners Milton Keynes Hospital FT l Oxford Radcliffe Hospitals EducationPartners Oxford University • Bucks New • University Nuffield Orthopaedic Centre Local Authorities Innovation Partners Heatherwood & Wexham Park Hospitals FT Ridgeway Partnership Royal Berks FT Bucks Hospitals

  5. TV HIEC Governance HIEC Partnership Board Expert Advisory Board LINKs, Patient Panels and other groups Executive Group Project A Project B Project C Project D Project E TV HIEC: “Learning to Transform Care”TV HIEC “Learning to Transform Care”

  6. Early priorities • Finalise business model and governance arrangements • Establish strategic positioning, brand and communications including web site • Scope initial projects • Appoint Chair • Appoint core team, patient forum and project groups

  7. Early projects • Dementia strategy implementation • Care Closer to Home - Integrated health and social care workers (including Bands 1-4) • Mental/physical interface transformation • Improving statutory and mandatory training • Scope innovation in the Thames Valley partnership

  8. Sustainability • Membership fees • Leveraging innovation monies • Commercial exploitation of products

  9. SHA MOU • Light touch • Progress reports • 6 monthly performance reviews

  10. Perceived benefits of national HIEC network • Not reinventing the wheel • Speed up transmission of innovation from the national to the local scene • Problem solving and discussion forum • Must include a virtual network

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