Template for QIPP Ideas

1
Template for QIPP Ideas

Headline / Title
Streamlining the HR Recruitment process
Short description Streamlining the Recruitment
process and improving the quality of the
appointments should improve productivity and
increase the quality of patient care.
QIPP elements
Making it happen
Expect improvements in quality of recruitment
decisions in time leading to improved patient
care.

• Overly Bureaucratic systems
• Communication between recruiting managers and HR
• Cover for each stage of recruitment process
  (management and HR)

• What are the main barriers for implementation?

• Estimated quality impact

• Estimated productivity impact

Reduce average recruitment time (vacancy to
appointment) from 14 weeks to 8 weeks

• What needs to be in place in order to implement?

• Team to develop as is to be processes
• Standard Operating Procedures (various)
• Nomination of Recruitment advisors to each
  directorate
• Additional Training for Appointing Officers

• Is it linked to the prevention agenda (if at all)?

Not directly linked

• What clinical engagement will be required?

• Availability of Occupational Health doctor to
  assess candidates
• Clinical Managers need to produce high quality
  Job Descriptions and Person Specs in timely
  fashion

• Apply lean principles (Value Stream Analysis) to
  recruitment process
• Database of approved interviewers
• Employ scoring matrix to interviewees
• Improved use of assessment testing
• Conduct block interviews

• What innovation is required (if any)?

• Is anyone doing it already?

• Are there additional effects on the system?

Barts and the Royal London

• Expect reduction in turnover of new appointees
• Reduction in bank agency usage will improve
  quality of care.

QIPP Quality, innovation, productivity, and
prevention Initiatives should be
quality-neutral or have a positive impact on
quality
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2
Template for QIPP Ideas

Headline / Title
Establish an effective efficient treatment
journey for Stroke patients
Short description
Care for
Stroke patients can be improved by expedient
admission to a dedicated Stroke Unit (CQUIN
target 4 hours), having extensive time on the
Stroke Unit (CQUIN target 90 of their hospital
stay), proactive, goal-oriented
Multi-Disciplinary Team (MDT) assessments linked
to the community and criteria led discharge
planning.
QIPP elements
Making it happen
Achievement of CQUIN targets (increase admission
to Stroke Unit in 4 hours from 0 to 75,
increase proportion of patients which spend 90
of their time on Stroke Unit from 70 to 75)

• What are the main barriers for implementation?

• Estimated quality impact

• Availability suitability of community
  facilities to support discharge
• Ability to maintain operating policy out of
  hours
• Ability to change daily schedule (visiting
  times, staff breaks)

• Estimated productivity impact

Reduce average Length of Stay (LoS) from 19 to 14
days

• Support from Executive Team
• Team to develop as is to be processes
• Specification of Key Worker role
• Stroke Unit operational policy (inc. criteria
  led discharge)
• Admission Triage to Stroke Unit incl.
  Assessment area

• What needs to be in place in order to implement?

• Is it linked to the prevention agenda (if at all)?

No

• What clinical engagement will be required?

• Engagement direction throughout process
  redesign of
• Stroke consultants
• all Multi Disciplinary Team (MDT) specialties
• Emergency Stroke Outreach Team (ESOT)

• Apply lean principles (Value Stream Analysis,
  Rapid Improvement Events) to Stroke patient
  journey
• Establish Emergency Assessment Area on Stroke
  Unit
• Co-locate MDTs on Stroke Unit
• Incorporate Productive Ward methodology
• Implement Key Worker role

• What innovation is required (if any)?

• Is anyone doing it already?

• Improvements to ward hand-over processes
• Community team involvement accelerates discharge
• Clarity of patient communications and
  improvement in patient satisfaction

• Are there additional effects on the system?

No
QIPP Quality, innovation, productivity, and
prevention Initiatives should be
quality-neutral or have a positive impact on
quality
CONFIDENTIAL AND PROPRIETARY Any use of this
material without specific permission of McKinsey
Company is strictly prohibited
3
Template for QIPP Ideas

Headline / Title
Establish an integrated and robust patient flow
pathway for Rehabilitation and Discharge
Short description
Apply lean
principles to the patient journey to define a
pathway covering their rehabilitation and
discharge in which each MDT member has clear
roles and responsibilities, staff are empowered
in the decision making process, dedicated
Rehabilitation Discharge areas are occupied by
appropriate patients, and Length of Stay is
minimised.
QIPP elements
Making it happen

• Increase proportion of suitable patients on
  Rehab / Discharge areas from 33 to 100 to
  provide specialist care
• Provide 95 of patients with an MDT assessment
  within 12 hrs of admission

• Financial investment commitment required
• Physical changes to configuration of wards
• Availability of community facilities for
  patients suitable for discharge
• Implementing new admissions policy and Unified
  Rehabilitation Process (URP) across the Trust

• What are the main barriers for implementation?

• Estimated quality impact

• Estimated productivity impact

Reduce average Length of Stay (LoS) in Rehab ward
from 25 to 15 days Reduce number of patient beds
by 12

• What needs to be in place in order to implement?

• Support from Executive team
• Team to develop as is to be processes
• Rehab Integrated Care Plan (ICP)
• (Goal driven) Criteria led discharge policy

• Is it linked to the prevention agenda (if at all)?

No

• Engagement direction throughout process
  redesign of
• Ward consultants, managers staff
• All Multi Disciplinary Team (MDT) specialties
• Bed Managers, Patient Flow discharge teams

• What clinical engagement will be required?

• Apply lean principles (Value Stream Analysis) to
  Rehab Discharge pathways
• Establish combined Rehab / Discharge area
  operating single sex sleeping areas
• Clear admission/discharge criteria with a clear
  process for referral

• What innovation is required (if any)?

• Is anyone doing it already?

• Combined wards require fewer stock types and
  overall less local stock holding
• Improved awareness of focus upon needs of
  patients nearing discharge
• Improvement in patient experience

• Are there additional effects on the system?

No
QIPP Quality, innovation, productivity, and
prevention Initiatives should be
quality-neutral or have a positive impact on
quality
CONFIDENTIAL AND PROPRIETARY Any use of this
material without specific permission of McKinsey
Company is strictly prohibited