// UHTC - Unpicking the Healthcare Transformation Challenge

UHTC - Unpicking the Healthcare Transformation Challenge

CPD Points: 11
Duration: 11 Hours
Media Type: Clustered Asset
Provider: Academyst

Description

This one-day, highly intensive and thought-provoking event is designed to lay open an enormous body of work around healthcare transformation in a form that is understandable, accessible and most importantly actionable. It covers the full spectrum from why we need to transform, what that really means and how we need to go about it to ensure it is designed well, has the desired effect and is approached in the right manner behaviourally. If you lead a clinical service, it will equip you in short ordered with a transformation pathway and a very clear picture of what a secure endpoint to that pathway looks like. If you lead a Trust, wake up. 80% of the sector in deficit. The typical Trust approach is not working. Even if you have a good solution, the manner in which you approach implementing it predisposes it to failure. It is time to find out why that it and how to change it, along with the survival fortunes of your organisation.

The Future Healthcare Environment


We'll start by understanding the true figures and how they are like to evolve over time as the impacts of our changing demographics collide with our economic weakness. We will also take a good hard look at just how this is already evidenced in our system and how the system has been changed to address it, albeit in ways that negatively impact on Trusts and services that do not understand it or fail to adapt to it.

  •  A system in failure - examining the evidence
  • Is this as bad as it gets or does it get worse?
  • Economy, debt and population - including their effects
  • Disease burden - how this has changed and why
  • Reaching consensus on reality - a tsunami with no warning system
 
The Effects of Current & Emerging Healthcare Policy
 
It is really important for us to understand how the changing landscape affects different types of services and Trusts as a whole. Equally, it is vital to understand what the system values, what it is ceasing to value and how becoming out of alignment with it results in financial erosion at Trust and service levels. This provocative session will also leave you under no illusion as to whether financial austerity is the cause of our problems or our failure to adapt is the cause of financial austerity. If you get this, you will completely reverse your attitude to transformation and what is necessary. Really.
 
  • Understanding how Government is protecting itself whilst creating conditions for change and failure
  • Failure is not an accident but it doesn't need to happen to you
  • Critical system principles that must be adhered to for security
  • Understanding the consequences and expression of misalignment
  • The very hard message about survival versus failure
 
Why Most Trusts and Services Will Fail
 
That sounds very negative and alarmist but the unfortunate truth is that the majority of organisations will not understand how and why they are at risk until they are picking through the pieces after failure. Many of you will suspect this already based on the rapid decline of conditions without any apparent solution or ability to enact it. There are a number of prevailing conditions that predict it and we will unfold what they are as a diagnostic framework to assess vulnerability.
 
  • Organisational blindness to risk
  • The critical wake-up conditions that predict failure
  • Understand how each condition exerts its effect
  • Understand just how much of this is at service level
  • Relating this to organisational design & leadership
 
Addressing Leadership Potency in line with the Challenge
 
If the leadership response had been a potent one, not to be confused with strong and autocratic, we would not have the degree of decline that we are currently experiencing. We'll examine this through the eyes of the Leadership Potency Framework, not just from a critical standpoint but also with direct guidance on what underpins good judgement in the assessment of circumstances, who needs to be involved in that judgment and how to develop and appropriate response.
 
  • Understanding the Leadership Potency Framework
  • The correct assessment of WHETHER to act and what improves it
  • The importance of the service-level lens
  • Understanding WHAT should be done - developing an actionable response of the right magnitude
  • Getting to the bottom of HOW and how it affects WHETHER and WHAT
 
The Transformation Journey's End
 
Clinical services have to start appreciating they are really multi-million pound complex clinical business, whether they like it or not. That requires a different mindset and a very different organisational and operational approach. We call the transition to this new modus operandi Type 1 Transformation and it's a journey that isn't optional for all sorts of reasons. In this session we'll describe in some detail what the endpoint of that journey really looks like. This vital understanding gives shape and purpose to the journey itself.
 
  • What is Type 1 Transformation?
  • The principle of an aligned strategy - what does that look like?
  • The importance of a consistent narrative, language or framework from bottom to top in Trusts
  • Re-thinking the mental model of service-level critical success factors
  • The Secure Service Framework and how it relates to service security
  • Why this is a journey led by services and why it will fail otherwise
 
The Transformation Journey Itself
 
Being very clear about what you are working towards in transformation is critical but many Trusts and services have had good vision and plans but failed to come close to achieving them. The complexity of the journey from a behavioural perspective is one of the true leadership failings that we are subject to. Nover has more rubbish or a more incomplete approach been described about any other management topic. We'll examine the journey framework, key steps, why they are there, how they can't be short-cut, the vital nature of the chronology and more. You'll leave this session wondering how anything ever got transformed - a bold claim for a programme with a 100% money back guarantee!
 
  • The basic Type 1 Transformation pathway
  • The absolutely critical behavioural first step
  • What does it look like in practical steps?
  • Where must it be led from and why?
  • Who needs to be involved and why?
  • What's the true role of the leader in the transformation?
Enabling the Journey
 
For any transformation to happen successfully, it has five basic components that cannot be ignored. Typical Trust-led transformation ignores almost all of them and fails. Unfortunately, we cannot afford for that to continue. We are going to closely examine each component from the behavioural perspective, including looking at all of the typical traps and how to avoid them. We are going to spell it out in words of one syllable, not to be rude but because it is so, so crucial. We'll do it through a model called ENABLEMENT and we're happy to guarantee that the principles learning will influence you for a lifetime.
 
  • Assembling the right guiding coalition in the right way
  • The propensity to join the journey and how to develop it
  • Harnessing that propensity, being ready and mobilising
  • Underpinning the journey and its participants with the right knowledge, skills and insight
  • Organising the journey participants and overcoming the common organisational blocks to getting anything done at all
  • Dealing with the authority nightmare at Trust and service levels
 
Transforming the Financial Footprint Intelligently
 
If you are still with us, here's where it gets really powerful. So far, you have created the ability to adapt, crucial to your survival. You'll have thoroughly examined your strategy and corrected its alignment issues, already resulting in improved security. You'll have adopted a mental model or framework to help you build robust performance management around things that really matter. You are already so much better off. However, now we can take the exact same approach with clinical pathway transformation - what we call Type 2 Transformation. There's more potential than you could possible imagine but until you develop the ability to transform, intelligently, you can't harness it. However, now you should be ready.
 
  • Understanding the degree of clinical-system mismatch
  • How does this affect financial performance and clinical quality?
  • Concurrent clinical and financial improvement
  • The technical process of identifying potential
  • Applying the same principles to undertaking 

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