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What to stop

18 Ideas
9 Votes
41 Comments
26 Subscribers

We’ve heard from people that there are some processes and tasks that have
stopped in response to the pandemic that people think should perhaps not be restarted.

We'd like to see what insight you may have around this topic.

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NHS data state of play

Some work undertaken over 2019 was released in March 2020 detailing some of the shortfalls in NHS processes concerning the collection, analysis and reporting of clinical data. https://www.ibidb.org/downloads/200311-nhs-data-state-of-play It is appreciated that the collection, storage and flow of NHS data is complicated, principally because it has evolved in a piecemeal fashion in response to specific pressures and expectations rather than systems having being designed from scratch....

0

Stop writing start talking

Healthcare have been compliance driven and organisations often have so many procedures, instructions, quasi legal policies, risk assessment etc they overloaded staff and the pandemic really shows how paper based communication disengaged staff and the value of open honest dialogue and sharing of positive and negative emotions in order to connect the team. Teaming is about relationship, accepting failure and support continual learning of everyone inclusively. Stop writing meaningless...

0

Working in silos

Health and social care are talking to each other and the results are building on existing integrated healthcare processes and systems - please don't stop this work!  Please do stop using the language of the NHS in isolation and be collaborative from the outset - NHS Care - we need an NHS Care Future Collaboration Platform, an NHS Care change challenge, an NHS Care governance structure as the norm etc

0

Multiple small site working

I always thought good care ought to be close to patients home. We were forced by the situation we found ourselves in with covid to combine 6 day units in one site with all elective blood, chemo and immune mod drugs in one site. The removal of the logistics of distributing theses to lots of sites and the cross team learning being in one place has been amazing. I don’t want to devolve our devices again after covid.

2
Horizon 2

Stopping unnecessary post-op follow-up appointments

COVID has resulted in a move towards clinical follow-up that's more driven by patient need than surgical habit. Surgeons have been forced firstly to create channels to make it easier for patients to make rapid contact with queries or problems (patient-driven, needs-led follow-up), and secondly to drop the idea of "routine" follow-up appointments "just to check" the patient is OK. 

7 Points
4
Idea thumbnail

Articles and blogs to help us with "what to stop"

There are multiple frameworks on what to start, stop and amplify that have been published as part of the Covid-19 response or papers that had been published previously and have been used for thinking about what we do differently beyond the Covid-19 response. I thought it would be helpful to set out some of these papers in the “What to stop” section. Taking a systems perspective on learning from the response to Covid-19 :...

0
Horizon 3

Universal one size fits all services

Ensuring we think about who is receiving our service, what they have told us already and why they need the service. This differs and while we use a framework, we can flex and adapt within that to ensure service is delivered to meet their needs and not the organisation set convenience of how we want to deliver. We’ve worked in partnership with communities to deliver a range of support. Going forward we need to stop thinking everyone must come to us. That everyone should receive one type of...

7 Points
3
Horizon 2

Blinkered silo working

Working as ‘one big team’ has battered down long lasting barriers amongst teams. It’s highlighted the scope and knowledge of team members of all grades and led to a more gentle understanding, and dare I say respect, of speciality skills and priorities. We haven’t gone back to that divided way of life. Everyone now starts and finishes at the same time and we have midday huddle to share the workload across the surgical/medical/CF specialities. Distributed leadership and trust has led to a more...

7 Points
3

Collecting unnecessary data.

Too much data used to be just collected and then not used.  We need to focus and make decisions quickly.

0

thinking beyond the clinical and silo

COVID shone a very bright light on the more operational aspects of delivering patient care, the limitations of organisational silo thinking and the lack of broader collaboration. Appreciate that this is a paradigm shift but there is a very clear need for broader cross-silo operational intelligence.

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