Publication - Advice and guidance

Understanding Capacity and Demand: A resource pack for healthcare professionals

Published: 18 Dec 2007
Part of:
Health and social care
ISBN:
9780755955794

A resource pack outlining the benefits of using Demand, Capaity, Activity and Queue (DCAQ) information to inform service redesign

30 page PDF

296.7 kB

30 page PDF

296.7 kB

Contents
Understanding Capacity and Demand: A resource pack for healthcare professionals
Using Demand, Capacity, Activity & Queue ( DCAQ): The Experience in Scotland

30 page PDF

296.7 kB

Using Demand, Capacity, Activity & Queue ( DCAQ): The Experience in Scotland

Choose 'Select Interview' to jump to a particular section of the DVD or select 'Play All' to watch the entire DVD.

Interviewee

Précis

Ian Penman
(Consultant Gastroenterologist, NHS Lothian)
ian.penman@luht.scot.nhs.uk
0131 537 2477

A consultant's perspective: how meaningful information can expose the good, and the extent of poor practice, in a service; how it can be used to initiate dialogue with staff and to direct sustainable change.

Eleanor Kinghorn and Theresa Holliman
(Waiting List Coordinator and Personal Assistant/Waiting List Coordinator, NHS Ayrshire & Arran)
eleanor.kinghorn@aaaht.scot.nhs.uk
01292 617067
theresa.holliman@aaaht.scot.nhs.uk
01563 577349

Moving from 'data' to 'information': how communication has led to the better use of clinical and administrative time, improved room utilisation and a more informed service.

Lindsay Potts
(Consultant Gastroenterologist, NHS Highland)
lindsay.potts@haht.scot.nhs.uk
01463 704000 bleep no. 7064

The inconvenient truth: challenging historical assumptions and behaviour with accurate information to instigate a more streamlined service where both patients and staff benefit.

Anne Haythorne
(Charge Nurse/Endoscopy Decontamination Manager, NHS Fife)
anne.haythorne@faht.scot.nhs.uk
01383 623623 x 7949

'Simple' changes can make an enormous difference: if the data you receive isn't informing your service focus on the problem area, collect the right information, and feed it back to staff in order to generate a culture of improvement.

Jonathan Procter
(Director of Patient Access/ Associate Finance Director, NHS Forth Valley)
jonathan.procter@nhs.net
07747 767309

Achieving the biggest 'bang for your buck': how DCAQ is integral to understanding where to improve the use of clinical resources, and how embedding it's collection into normal working practice will ensure the effective monitoring of your service.

Lindsay Campbell
(Project Manager, NHS Ayrshire & Arran)
l.campbell@aaaht.scot.nhs.uk
01563 825097

Working with the service to make real and sustainable improvements: how a tailored approach will encourage staff to take ownership and draw reasoned conclusions from the information; how staff then feel more confident making suggestions to improve the service.

Aileen MacLennan
(General Manager, Imaging & Clinical Physics, NHS Greater Glasgow & Clyde)
aileen.maclennan@northglasgow.scot.nhs.uk
0141 211 4610

Effective information management in a large improvement project: how a good communication structure generates stakeholder involvement, ownership and empowerment within the decision-making process.

Hakim Ben-Younes
(Consultant Surgeon/Specialty Clinical Director, NHS Lanarkshire)
hakim.benyounes@lanarkshire.scot.nhs.uk
01698 366135 (secretary)

Improving the patient pathway: how accurate information has provoked changes in working practice leading to improved quality of patient care and access to services.

Marie Martin
(General Manager, Diagnostics, NHS Greater Glasgow & Clyde)
marie.martin@rah.scot.nhs.uk
0141 314 6635

Justifying the case for extra capacity: how the monitoring of demand, capacity and utilisation of existing equipment confirmed the anecdotal lack of capacity, and informed a business case to secure funds to promote a sustainable service.

Paul Duffy
(Clinical Director, NHS Greater Glasgow & Clyde)
paul.duffy@sgh.scot.nhs.uk
0141 201 1558

Using a whole systems approach: the importance of having objective evidence to challenge inefficiencies within the system, and to establish a planned and flexible service.