Archipelago Healthcare – Better Healthcare in Mind

The following seminars are offered to enable leadership teams to clearly understand the future from a broader perspective and therefore to be working through the modular programme with a background of context and current political landscape.

Developing a Strategic Vision

This workshop is aimed at Executive Board level; heads of corporate service departments (senior leaders and managers within the organisation). The purpose is to introduce to delegates a strategic planning process of the like used by global commercial organisations to develop vision through to tangible operating plans and programmes.

The theory session would cover a typical 4 column strategic planning process – Column 1 (Where are we?), Column 2 (Where do we want to be) Column 3 (What will we use to get there – programmes and deliverables) Column 4 (Measurement – How much, By Whom, By When?).

The workshop will cover the use of: Porter’s Five Forces, PEST analysis, the correct use of SWOT analysis, the development of intent and critical success factors and programmes, and the role of market research.
Teaching will emphasise the critical importance of a golden thread that forms the link between columns and ensures ‘bomb proof’ strategic logic.
The workshop will describe an annual strategic planning cycle and the roles of staff within it.

Mission Analysis – Developing Operating Plans to Empower Frontline Staff

This workshop is intended for the heads of departments and directors of operations who are expected to interpret and translate organisational strategy into action through frontline staff. The workshop covers the theory and application of a process adapted from that used in military operational planning. Mission analysis is a thinking tool that will assist the user in analysis of their organisation’s vision and objectives and leads them to an understanding of their own specified and implied tasks.

The process allows for the formation of tight local operating plans with emphasis on giving staff bold objectives that relate directly back to organisational strategy.
Mission Analysis is a key transformation tool because it delivers clarity of purpose without limiting freedom of action and creativity of staff.

Lean Principles in to Practice

This workshop is aimed at Executive Board level, heads of corporate service departments (senior leaders and managers within the organisation) and team managers. Each group will have a tailored session according to their role context. The workshop will bring to life Lean principles, translated into practice, drawing upon extensive experience of using these approaches successfully within mental health service settings.

Managing Change

This workshop is aimed at Executive Board level, heads of corporate service departments (senior leaders and managers within the organisation) and team managers. Each group will have a tailored session according to their role context.

The workshop covers the practical application of ‘change levers’ to bring about transformational change.
The workshop will cover: The application of Lean systems approaches, approaches to the development of human capital in the organisation through effective recruitment, talent development, succession planning and performance management. The formation and use of an internal transformation team will also be developed and explored. Leadership and communication styles in a change context, integrated clinical governance, information management and IT as change levers will also be addressed. During the workshop delegates will use real case studies to apply and discuss the material.

“Getting to the Future First” – 5 Year Horizon Scan

Based not upon gut feel, hearsay or inside information from the Department of Health, but upon sound assumptions and an analysis of the political, economic, social and technological drivers present in our context now and over the next five years, this seminar will examine the way ahead and ‘show the workings’. Delegates will find not only the insights invaluable, but also the process by which they have been reached; a process that fits well into any strategic planning process.

“How to be a player in the new world order” – Competition

With the election of the new Coalition Government and the new White Paper it seems clear that a radical departure from the policies of the last government is intended within UK healthcare. In spite of the public pledge to ring fence NHS budgets, insiders know that in real terms significant savings will have to be made and commissioners will inevitably be looking to stimulate a market in order to get value for money.

This seminar examines the re-emergence of competition in the provision of NHS services. How will NHS organisations compete and meet the demands of the new commissioners? How will your organisation develop a commercial strategy? What can your organisation expect from regulators? What operational and financial competencies and disciplines must be developed to succeed? These are a selection of the questions that will be raised and analysed in this seminar.

“The 90 degree turn” – How to make PBR work for Mental Health

The Department of Health is expecting Payment by Results (PBR) for mental health services to be in place from spring 2011. PBR represents a significant opportunity as well as a threat to mental health provider organisations.
Many have expressed doubts about the application of the model in mental health; others struggle to think through its implementation: How will we understand the cost of patient care down to the level of the patient? How will HONOS PBR fit into current service design and current information management frameworks without adding administrative burden? How will PBR sit with effective service operations; assist in understanding our demand or support continuous improvement activities?
In this seminar the speaker will show how these dilemmas could be reconciled and how many of the problems surrounding implementation can not only be solved, but in the act of finding solutions, how mental health providers can derive further benefits

“Building a care surveillance culture in community mental health” – Strategies and structures for prevention of mental health crisis.

This seminar is about getting on the ‘front foot’. It charts a journey of operational and cultural transformation in community mental healthcare away from services which simply react to events, to those which pre-empt, prevent and conservatively manage episodes of mental health crisis. The seminar will demonstrate that this can be undertaken in such a way that ensures it is focused upon that which delivers value for service users, carers and referrers and makes best use of resources.
Grounded in real models and real experiences as well as a sound analysis of what might be within the reach of a provider of mental health services with clarity of purpose, imagination and nerve. This seminar relates the opening chapters and challenges participants to complete the story through deciding what they will do next….

“Quality ” – What is it really?

Quality is a term which increasingly underpins developing UK health doctrine, and organisations are being implored to measure it; but what does quality mean really? In this seminar the speaker will examine the notion of quality. The speaker will argue that rather than it being something that one can count, quality is in fact to a large extent the absence of ‘things that harm the system’ (the absence of unnecessary constraints on freedoms to serve the patient, the absence of failure, the absence of waste). This makes it difficult to define and measure. The speaker will explain how one can derive measures of quality (measures that matter) and how they assure high quality low cost service operations.

“Lean – all that glitters is not gold” -Transformational change, transactional change and how they get confused?

It is often said by cynics that Lean applied in healthcare will be consigned to the scrap heap along with other approaches to reform before it. This is certainly true if leaders fail to spot the difference between transformational change and transactional change.
Transformational change is what the NHS desperately needs yet many organisations (public sector, commercial and academic alike) misguidedly pursue what they believe to be transformational change, but it is in fact transactional change. The latter will not deliver the step change in performance needed.
This seminar examines the difference between transformational change, transactional change, the hallmarks of both and giving examples in an organisational change context. The speaker will explain how executive boards can fall in to the trap, what they must do to avoid it and how to identify and to drive transformation in their organisations.

“Liberating Clinicians While Managing Risk” – Integrated Clinical Governance

To attempt transformation of services without also transforming the application of clinical governance in a mental health organisation is to overlook a major lever for change. This seminar explains why this is so and advances a model of integrated clinical governance which is intended to liberate clinicians from unnecessarily conservative and bureaucratic practice, orientate them towards change and facilitate clinician / manager collaboration, whilst ensuring that the organisation is demonstrably in control of clinical standards.