1. NHS | Presentation to [XXXX Company] | [Type Date]1 Right Care in action Systemising reform in Calderdale CCG Tim Shields, Head of Business Intelligence

3. 3 Principles when thinking about reform pathways Clinical pathways across systems can not be optimised without using effective business/ reform process pathways Principles of business and clinical pathways are generic - A pathway should take the most direct route to its destination Each step should add value to the next

4. Voyage of Discovery

5. New Horizons, New Opportunities New Board (GP’s, lay members) Broaden scope of business planning Maximise use of intelligence Engage clinicians, staff and other stakeholders Learn from previous experience & learn from others

6. Approach Deliver The Intent Develop The Plans Build A Shared Understanding

7. Gather Insights Build a picture of Calderdale using routinely available intelligence: Errors using inadequate data are much less than those using no data at all – Charles Babbage JSNA Commissioning for Value Pack SPOT Tool Atlas of Variation Health Profiles NHS Comparators Primary Care Calculator QOF/ QMAS

8. Role of Clinical Champions Identify clinical lead for programme areas Clinical lead to develop compelling story based on:  Addressing unwarranted variation  Minimising harm to patients  Reducing waste and maximising value  Tackling health inequalities  Preventing disease Clinical lead to utilise insights from ‘other’ sources of intelligence Clinical lead recommend priorities for action Collective challenge + reframe the matrix

9. Nominations

10. Identify Areas of Focus 1 st frame: Unwarranted variation in outcomes, quality and spend Outliers Direction of travel Scale of opportunity 2 nd frame: Alignment with vision, mandate and planning frameworks 3 rd frame: Opportunity to improve outcomes Opportunity to improve quality Impact on expenditure (VFM) 4 th frame: Gap between current state and best practice Importance to the vision for Calderdale

11. Nominations – Final Matrix

12. Scope Solutions & Prioritise

13. Outputs Prospectus Workplan - service redesign/ QIPP Contract variation Non recurrent investment Quality Premiums Primary Care Engagement Scheme Strategic Review + ITF

14. Learning Write it down Visible and effective clinical leadership Access to indicative data Active engagement with stakeholders Clarity on improvement methodology and documentation Evidence on what, why and how to change/ improve Confidence to set aspirational goals Effective processes to make timely decisions that will drive change at pace Minimise waste (effort; resources; time) on non viable schemes – be prepared to stop Consistency - process gave us momentum and confidence during transition in approach

15. 15 Right Care for Populations Follow Right Care online Subscribe to get a weekly digest of our blog alerts in your inbox, Receive occasional eBulletins Follow us on Twitter @qipprightcare Find the full series at: www.rightcare.nhs.uk/resourcecentre The NHS Right Care website offers resources to support CCGs in adopting this approach: online videos and ‘how to’ guides casebooks with learning from previous pilots tried and tested process templates to support taking the approach forward advice on how to produce “deep dive” packs locally to support later phases, within the CCG or working with local intelligence services access to a practitioner network