Thursday 22 May 2025 | 15:00-16:00

Format: Workshop

Stream: Change

Content filters: N/A

PART ONE: Making the seemingly impossible possible: demand and capacity management changing lives

This session will help you re-imagine demand and capacity planning and its potential for enabling teams to improve service delivery and reduce waiting lists. Demand and capacity planning is critical to improving service delivery and reducing waiting lists. It has tended to be viewed as a top down, complex activity. We’ll share our novel improvement-based training programme for teams of operational, business support and frontline clinicians. We will share how this has empowered them to take ownership of this work; to understand demand and capacity methods and tools; ensure they have access to the right data; and then how to use this to improve service delivery across systems. We will share learning and the outcomes from our evaluation, including critical factors supporting spread and sustainability.

Carl Adams  Hampshire and Isle of Wight Healthcare NHS Foundation Trust; England

Sarah Williams Hampshire and Isle of Wight Healthcare NHS Foundation Trust; England

 

PART TWO: Chain Chance: Enhancing Early Recognition of Aneurysms through a collaborative approach in the Healthcare Chain and patients

The likelihood of encountering serious pathology at an Emergency Out-of-Hours Center is higher for general practitioners compared to regular practice. Abdominal aortic aneurysm (AAA) is the second most missed diagnosis at these centers. Early signs of a symptomatic AAA are atypical and not widely known in the healthcare chain. To address this, the Chain Chance research project was initiated in three regions in the Netherlands, to develop interventions and implementation strategies for recognizing potential AAAs throughout the healthcare chain. Improvement measures target the entire healthcare chain rather than individual components to benefit all stakeholders, including general practitioners, triage nurses, emergency department doctors, and especially patient. During our research, one of the researchers personally experiences the misdiagnosis of an aneurysm and her story made a huge impact on the motivation to make changes together with all caregivers in the Healthcare Chain.

Annelies Visser Amsterdam UMC; Netherlands

Sonja Oomkes Safer Care (Veiliger Zorg); Netherlands

 

PART THREE: How leaders can act, at every level, to increase capacity in clinical teams

Clinical teams can identify things they do that don’t add value. The origins of ‘lower value work’ are often complex. Improvement work at Kent Community Health NHS FT has used QI to identify and reduce lower value work, successfully scaling and spreading where appropriate. The session will share two examples from community nursing and physiotherapy, and explore the role of leadership at different levels.

In this session, participants will:

• Stimulate thinking about role of leaders at all levels to enable change to working practices that affect demand or capacity and thereby benefits patients (everyone is in a leadership role)


• Understand process and infrastructure we used to support large scale spread of an improvement involving behavioural change


• Reflect on leadership behaviours to uncover low value work

Sarah Phillips Chief Medical Officer, Kent Community Health NHS Foundation Trust; England