Yes / This paper demonstrates the practical application of process mapping principles
as a model for evaluating NHS improvement. The NHS improvement in question was the merger
of three crisis resolution teams within an NHS trust in 2012. The aims were to improve overall
operational efficiency and enhance multidisciplinary working to meet operational targets. This
paper examined changes following the merger to capture the effects of service improvement
and the reality of the patient journey. Methods: A pooled cross-sectional approach, using six
years of aggregated hospital data, was taken. To achieve operational efficiency, a process map
of referrals, readmissions, length of stay and waiting times for crisis resolution team assessments
was examined. Prevalence of clinical referral rates and disease classification before and after the
merger were compared. Conclusion: Between 1 April 2009 and 30 March 2015, length of stay and
readmissions for patients to crisis resolution team rates reduced. Operational sustainability and
capacity was enhanced through the redistribution of clinical human resources. Multidisciplinary
skill mix (e.g. through improved team composition) also improved.
| Identifer | oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/11745 |
| Date | 12 September 2016 |
| Creators | McIntosh, Bryan, Breen, Liz, West, Sue |
| Source Sets | Bradford Scholars |
| Language | English |
| Detected Language | English |
| Type | Article, Accepted manuscript |
| Rights | © 2016 MA Healthcare Limited. Full-text reproduced in accordance with the publisher’s self-archiving policy. |
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