Cancer Services Collaborative Improvement Partnership

Introduction

How to Use the Guide

Top Twelve Challenges

All Resources/Case Studies
Challenges:
1. Do MDT meetings work?
2. Does your MDT have a suitable environment in which to meet?
3. Does your MDT have an operational policy in place, which is reviewed annually and distributed to all members of the team?
4. Are you able to discuss al patients at your MDT meeting?
5. How can you improve communication by using the MDT meeting?
6. Are the key members of the team, as described in the Manual of Cancer Standards, able to attend the meetings?
7. Do you have protocols and proformas for recording discussions, decisions, and treatment plans for each patient?
8. Why do you need an MDT meeting co-ordinator?
9. Should the MDT meeting be used to facilitate data collection and audit?
10. Can the MDT meeting be used to facilitate entry into clinical trials?
11. How does your MDT involve patients?
12. How can we integrate Service Improvement?

12. How can we integrate Service Improvement?

From June 2004 Service Improvement Standards will be included in the Manual of Cancer Standards. All Networks will be assessed on these standards over a three-year rolling programme.

The overall aim is to embed service improvement into the mainstream business of healthcare at every level to ensure that continuous improvement is maintained for the benefit of patients.

The MDT should have a nominated person responsible for service improvement.
Service Improvement should be an integral part of the M DTs business.
Patient carer involvement. The MDT should ensure that the patient and carers are involved and their views are captured in the teams service improvement work.
Building MDT capacity and capability for service improvement – members of the MDT should have access to training in service improvement methodology.
Service improvement should have allocated time at M DTs this includes the monitoring, recording and review of service improvement action plans ensuring that changes are benefiting patients and that the impact is being measured.
MDT should monitor the spread, impact and transference of learning of the key principles of service improvement that are proven to work. The aim is to standardise care based on the best evidence throughout the patient’s journey.

HIGH IMPACT SERVICE IMPROVEMENT CHANGE PRINCIPLES

Single queues and pooled waiting lists for all referrals – streamlined referral process.

Clear referral & discharge protocols in place.

One-stop clinics – reducing and coordinating visits. Combined diagnostic tests/investigations.

Review of follow-up protocols – reduce the number of Consultant led follow-ups.

Scheduling and booking systems in place.

Whole systems approach – no carve out of capacity.

Reviewing skill mix and changing/developing new roles to match.

The needs of the patient.

Improve and streamlined the communication process with primary care.

Process mapping at the level of MDT.

Capacity and demand theory applied to practice.

Effective MDT working will speed up the time to treatment, as it ensures patient’s are seen by the right person at the right time in the right place and enables patient’s to receive treatment plans.

KEY MDT OPERATIONAL FUNCTIONS

MDT Co-ordinators.

Diagnosis and treatment fax to GP’s.

MDT Operational Policies.

Accurate Data collection.

MDT Proformas.

MDT at a time and day suitable for core members.

Ensure appropriate documentation is present.

Booking direct from MDT meeting.

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