Delivering the 18 Weeks Referral to Treatment Standard Output Report

More documents

Recommendations

Info

implementation of 18 Weeks RTT Standard.• The pilot data collection was conducted in the first week of November 2010 atGlasgow Dental Hospital. The aim of the pilot was to test the feasibility of thedata collection form and to make amendments, if need be. The data collectionform has been changed due to feedback received by the consultants. Actual datacollection will start in all the four Dental Hospitals i.e. Aberdeen Dental Hospital,Dundee Dental Hospital, Glasgow Dental Hospital, and Edinburgh Dental Instituteform 15 November to 10 December 2010 (four weeks). The data collection formwill completed by the restorative consultant at the first out patient appointment forall the new patients. Margie Taylor (Chief Dental Officer) has kindly written lettersto the four hospitals requesting that they comply with data collection.• Almost completed: the in-depth interviews with restorative consultantsabout their views about the service and also completed, a few interviewswith GDPs.• Undertaken four patient focus groups across Scotland based on thelocation i.e. urban, rural, remote etc.• Equality Impact Assessment has been done in conjunction with NHS QISand methodology followed is a literature search.• Report to be written (summer 2011).West of Scotland Dental Regional Planning GroupWest of Scotland NHS Boards are working together to develop a new regional modelof delivering restorative dentistry. A linked aim is the desire to improve access to theservice and enable referral to treatment standards to be met. This project is due tocommence imminently and it is anticipated that the objectives will be to define a newservice model, gain regional agreement and implement regional standardised highvolume pathways.Managing Patient FlowsGiven long waits for treatment in certain dental specialties in a few areas, it is veryimportant to ensure that all lists are proactively managed, including validation ofpatients waiting and each patient’s actual need to be on a list.It is suggested that waiting lists can be managed more effectively by ensuring, forexample:• Effective booking systems are utilised• Treating patients in turn• Pooling listsDental Specialties Task & Finish Group – January 2011 30
• Managing DNA rates• Not listing patients until they are ready for treatment• Referring for advice only• Managing return appointments differently to influence high new : return ratiosGoing back to basics and ensuring that good practice is firmly followed on a day today basis may result in some further quick wins in terms of maximising the use ofcapacity already available. Systems and processes should be continually reviewedto reduce bottlenecks and to allow smooth patient flows.Similarly, the use of the ‘what if’ analysis commended by the Orthopaedic ServicesTask and Finish Group, could be another useful device to improving productivity byworking smarter, not harder. For further information, please refer to theOrthopaedics Task and Finish output report pages 24 / 25:http://www.18weeks.scot.nhs.uk/how-to-achieve-and-maintain-18-weeks/task-andfinish-groups/orthopaedic-services/It is clearly recognised that much can be achieved by smoothing the hand-offs andreducing rate-limiting steps through all parts of the journey. Boards’ local 18 WeekTeams and Service Improvement Managers are skilled in applying these conceptsand continue to provide fundamental guidance and support.Service Redesign and TransformationThe Task and Finish Group has close links with the national Improvement andSupport Team who offer direct support to NHS Boards, organising training anddevelopment to build capability and capacity for sustainable improvement.To support local visioning, pathway design and process improvement at the locallevel, the Task and Finish Group have sponsored ‘Key Areas to focus Improvement.’This is detailed in Appendix Two, and should be used as a device for planningservice redesign. Additionally in order to share the learning of other Board areas, a‘Who’s Doing What?’ matrix has been created, giving examples of work undertakenand contact details; this is detailed in Appendix Seven.Much of the key to success is about working smarter, not harder and about reevaluatingand updating key systems and processes.Action Planning - Service Redesign and TransformationEach Board should make best use of the service redesign methodologies andsupport available. This will help identify priority areas to focus improvement work.• The Task and Finish Group has explored opportunities to promote tele-dentistryacross Boards, particularly in remote and rural areas.Dental Specialties Task & Finish Group – January 2011 31
Page 1 and 2: Dental Specialties Task and Finish
Page 3 and 4: Demand is not a given 24Effective R
Page 5 and 6: 4. Make the most of your workforce,
Page 7 and 8: Context18 Weeks Referral to Treatme
Page 9: 1. The planned procedure which is b
Page 12 and 13: 1. Ensuring high organisational pro
Page 14 and 15: In order to progress these issues o
Page 16 and 17: services. The national targets for
Page 18 and 19: MythbustingFact: Procedures perform
Page 20 and 21: Figure 1: New Outpatients on the Wa
Page 22 and 23: Figure 3: Additions and Removals300
Page 24 and 25: Influencing Referral ProcessesPart
Page 26 and 27: changes to templates will be made,
Page 28 and 29: Referral Management Pathways for Or
Page 32 and 33: • Managed Clinical Networks to pr
Page 34 and 35: Robust evaluation will be carried o
Page 36 and 37: Action Planning - Specialist RolesN
Page 38 and 39: Conclusion: Action Planning and Ong
Page 40 and 41: • Analyse referral practices and
Page 42 and 43: Dental Specialities Task & Finish G
Page 44 and 45: Appendix Four: Oral Surgery Referra
Page 46 and 47: Dental Specialties Task & Finish Gr
Page 48 and 49: Dental Specialties Task & Finish Gr

Delivering the 18 Weeks Referral to Treatment Standard Output Report

Create successful ePaper yourself

Delete template?

Save as template?