Shaping your health and care system - now and for the future

Optimal Care System Design and Implementation

Healthcare systems are at a breaking point

OPTIMAL CARE SYSTEM DESIGN AND IMPLEMENTATION

Changing and increasing demand that is becoming more complex (age, multiple long-term conditions, acuity, choice)

Systems are often constrained by existing infrastructure and available workforce, with shortages putting even more pressure on the system

Investment in new models of care requires greater funding, which currently cannot be achieved by immediate savings from in-house efficiencies

Focus has been on treating people when they are sick as opposed to prevention or supporting people with their conditions

Fragmented health and social care have created a misalignment of strategic objectives

Individual organisations are under pressure to deliver in-year savings whilst still working within broader system constraints – this requires transformational change

Our Optimal Care System Design approach centres on developing a comprehensive capacity, workforce and estatesstrategy to address the most pressing challenges in your system. Leveraging our analytics toolkit, simulationmodelling, deep industry expertise and hands-on approach, we develop a thorough understanding of the dynamics ofyour system. We then design solutions that help your system function better today and in the future, with resilience to variation and pressure.

This approach allows your system to:

• Test the impact of different capacity & demand scenarios and alternative models of care in a simulated environment without risks or disruptions.

• Develop an implementation plan to activate the strategy, deliver the change, and address current and future challenges.

• Align to the objectives of the Five Year Forward View by optimising access, quality, and outcomes for service users and patients, supported by efficient use of resources.

Healthcare systems are under significant pressure:

If capacity can be more dynamically matched to demand, there is significant opportunity to transform care delivery.

Physical Capacity

Capital &Revenue Forecast

Estates & FacilitiesWorkforce Roles

& Capacity

Scenarios

Current State

Primary Care

ProviderIntentions

Funding &Resources

Acute Care

Community Care

2022/2023Physical Cap.

Workforce CapacityEstates & FacilitiesCapital & Revenue

2021/2022

2020/2021

2019/2020

2018/2019

2017/2018

Mental Health Care

Social Care

Commissioning

System Leadership

OutputsDemand Factors Factors and Constraints

Quality &Regulation

DemographicGrowth

National &Regional trends

HealthOutcomes

Capacity Strategy

We begin by developing a Capacity Strategy for your whole system. First, we identify core issues within your health care system, using a combination of on-site interviews and analytics. We then build a baseline simulation model of the current state patient flow and capacity utilisation, using your historical data and our sophisticated simulation suite*. By testing future activity and capacity scenarios, we can immediately identify points of congestion, unwarranted variability and inefficiencies and work with you to arrive at an optimum capacity strategy across your whole system.

Workforce and Estates Strategy

We then connect capacity and demand to workforce requirements and estates plans, structured on an evidence based understanding of core issues, current workforce and its capacity and capabilities. Working with key stakeholders, such as front-line staff, clinicians, and leaders, we are able to understand current and future service models of care and the relationship to the resources required to support the capacity strategy.

Our process is forward thinking and incorporates new roles, integrated roles, training and apprenticeship posts and other innovative approaches. We can work with localities or organisations to establish their preferred models of care.

Results

The process of optimising the system design is informed by best practice evidence and national guidance. Through our Optimal Care System Design and Implementation approach, we are able to:

• Build current and future activity and capacity scenarios in a non-disruptive simulation environment

• Evaluate the impact of growth and service transformation on workforce and estates to inform future strategy and planning

• Lead and support change programmes to create direction, alignment and commitment across organisational boundaries to enable the service transformation required

Our problem back approach delivers solutions that fit with your system and its unique needs:

OPTIMAL CARE SYSTEM DESIGN AND IMPLEMENTATION

We draw on a variety of tools and frameworks, designed specifically to work across organisational boundaries.

HoFTM Simulation Suite* Advanced scenario simulation and experimentation methods using our proprietary Hospital of the Future software

Change Management Change management framework and portfolio of tools, such as Change Acceleration Process (CAPTM) and LEAN

Workforce Strategy and Planning Optimise workforce (including skills change) and evaluate impact of growth and service transformation on workforce & estates

Business Case Development Support in the development of business cases

Patient Flow Analysis Analysis of patient flow through a whole system or organisation

System Leadership Value-based support to leaders & organisations across systems to create direction, alignment and commitment across boundaries

*Hospital of the Future (HoF™) Simulation Suite

We apply a six-step process for our Optimal Care System Design and Implementation approach:

To find out more, please drop us a line:

www.gehealthcarefinnamore.com

GE Healthcare Finnamore

Tel: + 44 (0) 20 7479 9720

Email: contact.gehcf@ge.com

GE Healthcare Finnamore is ranked 3rd Best Consulting Firm for Health Care Consulting and 19th Most Prestigious Consulting Firm by Vault in 2018.

• Create strategic plan and tactical delivery plan

• Implement the changes required to implement the strategic and tactical delivery plan

• Develop controls to ensure changes are sustained

Implementation

• Model key scenarios identified, quantify impact and assess their potential merits

• Continue to work closely with client leads to develop each scenario

• Validate preferred scenarios with key stakeholders

Testing & Iteration

Develop future scenarios with key staff via a series of workshops:

• Workshop – Part 1: agree range of scenarios for consideration, identifying a client lead to support

• Work closely with client leads to develop the opportunities identified in each scenario

• Define capacity requirements and constraints (Estates and Workforce)

• Workshop – Part 2: Client leads present business case for key scenarios

Scenario Workshop

Baseline View & Iteration

• Develop a baseline model of current activity, capacity and workforce, through stakeholder interviews combined with data analysis

• Develop a future “as-is” scenario to understand future demand trajectory if no changes are implemented

• Validate findings with key staff to ensure accurate representation of the current system

• Quick, sharp project to identify key issues within your health care system, using a combination of on-site interviews and analytics

• Identify any existing resources plan, such as an Estates Strategy and Workforce Planning, to be incorporated in the scenario design

Flash Discovery

Preparation phase to:

• Receive relevant data and perform a preliminary analysis of outputs

• Organise logistics for on-site activity, such as scheduling interviews and aligning diaries

Data Request