C1: Applying value for patient benefit – simultaneously improving cost and quality

The concept of “value” – defined as useful outcomes achieved divided by the cost of achieving those outcomes – is gaining traction in health care as in other industries. But it is still unclear how to implement a value agenda in practice across an organisation or wider health system. Using examples from London and elsewhere, this session will offer practical tools toward successfully implementing a value framework and simultaneously improving both cost and quality for patient benefit.

After this session, participants will be able to:

• Define value as applied to healthcare delivery
• Use a simple narrative to engage colleagues in a value agenda, illustrating both the professional imperative and opportunity for value to drive sustainable patient benefit
• Take a ‘whole-pathway’ approach to measuring quality and value
  
• Use simple frameworks and tools to begin applying value in a practical way from Monday morning

James Mountford, Director of Clinical Quality, UCL Partners, UK; John Moxham, Director of Strategy at King’s Health Partners, UK

C2: Educating for outcomes – how information is changing the way we teach, learn and care

In this session we will guide quality professionals and educators through the jungle of data that is now available. Using case studies, we will show you how to identify and use the information and tools that are effective at driving both the education and improvement cycles to bring the real benefits to patients.

After this session, participants will be able to:

• Understand how to use patient outcome data to drive improvement
• Understand the interface between improvement and education programmes
• Learn how to blend different education and improvement techniques
  

Helen Morant, Editor, BMJ Online Learning, BMJ Group, UK; Ashley McKimm, BMJ Head of Quality, BMJ Group, UK

C3: Becoming deeply safe

The rates of patient harm have not decreased substantially even though healthcare organisations have been working on patient safety for many years now. When asked, leadership and clinicians present the safety work that they have undertaken and are perplexed about the lack of progress in reducing harm and error. This session will focus on the reasons that we are ‘stuck’ at current levels of patient harm and how we could move forward.

After this session, participants will be able to:

• Discuss the reasons why safety has not advanced more quickly.
• Describe the attributes of organisations that have improved reliable and safe processes.
• Assess your organisations progress in reducing patient harm.

Carol Haraden, Vice President, Institute for Healthcare Improvement, USA

C4: Dark Ages to Renaissance - Rebirth of Stroke Care in Wales

How do you move a whole country from failing to rapidly improving stroke services? We used a proven collaborative approach to move all acute stroke units in Wales forward together ensuring more consistent patient care. In part one, we will share the key factors that led to such a remarkable success and show some of the results. In part two, you will have the opportunity to apply the learning to a service of your choosing.

After this session, participants will be able to:

• Recognise the essential elements to move a service from dark ages to renaissance
• Design a data tool which “speaks” across a service
• Apply a similar approach to a service of their choosing

Michelle Graham, Programme Manager for the All Wales Stroke Service Improvement Collaborative, National Leadership and Innovation Agency for Healthcare (NLIAH), UK
Mr Mike Davidge, Head of Measurement, NHS Institute for Innovation & Improvement, Wales

C5: Global campaign of 50 hospital transformations in France:  building the model, experimenting and scaling-up

French hospitals are under an increasing pressure to improve their performance.  A campaign of 50 hospital transformations has been launched in 2010 that aims at improving quality of service, work conditions and financial performance. Each hospital engages in a contracted three stage transformation project: diagnosis, action plans design and implementation. Close attention is paid to cross-capitalisation and coherence with regional health policies.  This session describes this project and the impact it has reached.

After this session participants will be able to:

• Identify the drivers and pitfalls for global hospital transformations
• Assess the balance between quality / work conditions and financial performance in the success of hospital transformation projects
• Identify the importance of capitalisation and experience sharing in national campaigns
  

Noëlle Biron, Associate Director, Agence nationale d’appui à la performance des établissements de santé et médico-sociaux (ANAP), France