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Venture Care Pathway Service Improvement Methodology

Venture Care Pathway Service Improvement Methodology ]011mal ef INTEGRATED CARE PATHWAYS ORIGINAL ARTICLE Venture Care Pathway Service Improvement Methodology Jenny Gray Ve11t11re Trai11i11g & Co11s11/ti11g, Cliichcster, UK Office Business Scorecard Manager 2005 (Microsoft's RATIONALE scorecarding functionality is fully integrated into the A new era of health care characterized by the demand process, document, compliance and action manage­ for systematic, demonstrable efficiency and effective­ ment capabilities of Nimbus control-ES to provide an ness requires a fresh approach on how we manage our 3 integrated performance management solution). services. Our methodologies need to support the practical implementation of Lean Operations, seeking to scrutinize and minimize waste, at the same time PHASE ONE: GROUNDWORK motivating, driving and implementing tangible and measurable improvements in activities, outcomes and Trust Boards, working in a rapidly changing environ­ performance. We must turn our organizations' ment and charged with the governance of health-care strategies into reality at the frontline, gaining buy-in organizations face an increasing number of challenges, to the new way of thinking, and adoption of the new including delivering service reform. Some of the key policy drivers in the UK National Health Service ways of working. And we must prove our success by measuring the impact of change. (NHS) at present http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Integrated Care Pathways SAGE

Venture Care Pathway Service Improvement Methodology

Journal of Integrated Care Pathways , Volume 11 (1): 9 – Apr 1, 2007

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References (1)

Publisher
SAGE
Copyright
© 2007 SAGE Publications
ISSN
1473-2297
DOI
10.1177/205343450701100105
Publisher site
See Article on Publisher Site

Abstract

]011mal ef INTEGRATED CARE PATHWAYS ORIGINAL ARTICLE Venture Care Pathway Service Improvement Methodology Jenny Gray Ve11t11re Trai11i11g & Co11s11/ti11g, Cliichcster, UK Office Business Scorecard Manager 2005 (Microsoft's RATIONALE scorecarding functionality is fully integrated into the A new era of health care characterized by the demand process, document, compliance and action manage­ for systematic, demonstrable efficiency and effective­ ment capabilities of Nimbus control-ES to provide an ness requires a fresh approach on how we manage our 3 integrated performance management solution). services. Our methodologies need to support the practical implementation of Lean Operations, seeking to scrutinize and minimize waste, at the same time PHASE ONE: GROUNDWORK motivating, driving and implementing tangible and measurable improvements in activities, outcomes and Trust Boards, working in a rapidly changing environ­ performance. We must turn our organizations' ment and charged with the governance of health-care strategies into reality at the frontline, gaining buy-in organizations face an increasing number of challenges, to the new way of thinking, and adoption of the new including delivering service reform. Some of the key policy drivers in the UK National Health Service ways of working. And we must prove our success by measuring the impact of change. (NHS) at present

Journal

Journal of Integrated Care PathwaysSAGE

Published: Apr 1, 2007

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