Introduction
is the provision of health care, if necessary, a joint venture that includes people with a wide range of skills and often working in different organizations. Effective collaboration between individuals, teams and organizations reduce costs, increase quality and reduce the risks of all kinds. More importantly, when done correctly, the collaborative relationships to help create additional value to all parties, whether the introduction of innovative working practices, more efficient provision of services or even work together to eliminate the risks of an established process.
healthcare organizations have invested time and effort to improve service, cost and efficiency programs, risk reduction initiatives and many other programs that involve more than one group or one organization, working zajedno.Uvođenje joint work in health care is not about launching new initiatives, but this increase in efficiency of existing programs.
However, often the ability of healthcare organizations to achieve benefits that arise from working in collaboration difficult series of problems such as previous attempts of cooperation that have gone wrong, resolved the competitive pressures between the partners and the differences in working practices. Of course, successful co-operation refers not only built on material things such as contracts, risk registers and implementation plans, and there is clearly a need for honesty and openness, mutual respect, active sponsorship and behaviors that create trust between those involved.
How are these intangibles? Well, no matter how detailed the contract if the parties mutually distrust. Similarly, even the most detailed plans can not accommodate the lack of mutual respect.
BS11000, the world's first collaborative relationship standard, providing evidence based framework that enables healthcare organizations to collaborate on several projects such as;
- Health and social care partners working together across the region to enhance the provision of emergency care.
- Community Health and acute partners work together to reduce excess bed days.
- Development of a common strategy that many cancer organizations, third sector partners and the like.
In the next section we give an overview of BS11000 and as has already been supporting the health sector.
BS11000 in healthcare
BS11000, the new Collaborative Business Relationships standard launched by the British Standards Institute (BSI) in 2010, offers a proof-based framework that enables health organizations to work on both internal and external activities. BS11000 provides a formal structure that cuts through the complexity of the relationship between health and enables participating organizations to achieve tangible benefits while at the same time driving the right behaviors to ensure a cooperative relationship leads to real results.
cooperation is not new in the health sector, but the combined pressures of the current reforms, budget cuts and increased demand for services of key creates a new imperative for organizations to develop more effective collaborative relationships.
collaborative relationship is not the same as the ratio of purchase. The collaborative relationship between the parties are required to provide executive sponsorship, identify common goals, development and management of joint plans, and confront, and resolve challenges and sporove.Fokus cooperation to work together to establish and manage a powerful relationship that enables organizations to effectively deal with changing environment and therefore is more flexible than the traditional customer / supplier relationships.
BS11000 provides a step-by-step approach to building collaborative working relationships from the initial sponsorship to deliver value. It is also important to recognize how to recognize when it's time to bring cooperation to the end and BS11000 also provides a structure to help organizations successfully bring this about while leaving intact the relationship.
BS11000 has been widely adopted by organizations as diverse as the Ministry of Defence, Network Rail and BT to help them manage the many and complex relationships they have. Cooperation will be at the heart of providing health services in the future with BS11000 standards already referred to the Department of Health commissioning guidance and the forthcoming procurement guidelines.
This is a recognition that cooperation can deliver significant benefits to organizations, patients and the wider economy will be a factor in the rollout of BS11000 across the health sector in the UK and the subsequent adoption of BS11000 as the international standard in the future.
In the next section we will briefly explore the eight stages of BS11000 and as applied in the context of health care, before going on to discuss the introduction of BS11000 for your organization.
The structure of BS11000
BS11000 is structured in three phases and eight stages which are summarized n the following sections.
Phase 1: Strategic
- Consciousness
This stage is concerned with identifying the executive sponsor (ie the senior executive responsible or BS11000 SER), defining the overall business objectives and business case for collaboration. It is also time to start segmenting and identifying related skills and behaviors that you will need. Two important aspects of this phase are to take the initial risk assessment was to create a framework of cooperation and relationship management plan (RMP). RMP provides a single access point for all documentation relating to the cooperation partnership that includes the terms of reference, objectives and working practices.
- Knowledge
This stage is concerned with defining the drivers to form relationships, determining how to manage knowledge among partners, assessment of the market and define your requirements from your collaborative partners in terms of tangible elements such as operational efficiency and intangible assets in terms of behavior. It is also a good time to consider starting an exit strategy for cooperation, because it will help you set on the right foot with our partners in the following stages. Finally, this phase is related to the understanding of any business continuity and corporate social responsibility (CSR) issues that may arise, as well as updating the Plan Relationship Management (RMP).
- The internal assessment
BS11000 third phase focused on understanding and eliminating internal restrictions, including a change (and installation) any policies and procedures that are affected by the collaboration. In addition, this phase is focused on determining the profile of a partner or partners with whom you intend to do and assess how you will fill any skills gaps.
Phase 2: Participation
- Selection of partners
BS11000 fourth stage deals with choosing their cooperation partners. After you choose, it is important to develop common goals and agree on how the parties negotiate with each other every day. Historically, this is the point where the organization began a collaborative relationship and therefore not done any significant "pre-contract 'actions are often at the heart of later problems in cooperation.
- Working Together
processes work together to begin negotiating a legal basis for agreements between the parties, but more importantly from the perspective of cooperation is the need to identify skill gaps between the parties and establish a joint management team. There is a need to determine how the parties will cooperate to monitor and work on an ongoing basis. Of course, the whole there is a need to update the Management Plan Act (RMP) with any new information that arises.
- Creating value
BS11000 sixth deals with generating value for all parties, whether to a financial measure or put in more intangible concepts such as improving staff morale, increased flexibility or something else. This is where integrated teams, under the name Joint Innovations Group's standard, are used to change the way things work and process improvement day by day. At this stage, it is clear that BS11000 course aligns with Lean / Six Sigma / cost improvement or similar inicijativama.Fokus is to work together to help the parties to innovate. It is also an important step to consider how the parties will learn from experience.
Phase 3: Management
- Staying Together
to stay together in any relationship means to deal effectively with day to day activities, monitoring the health of the relationship and take steps to not let disputes get out of hand. Again, like any relationship is also about ensuring that the level of trust between the parties remains high and that the parties have agreed, in advance, use the exit strategy will lead to the end of cooperation at the right time (unlike doživljavaodnos fire).
- Exit Strategy
the final phase of the BS11000 standard deals with the successful collaboration to bring the end when the time is right. That means dealing with the triggers that will signal when the time is right, and works with all the transition and continuity issues that arise. It is often useful to consider further opportunities for cooperation between the parties, because if it works, why would not you want to work with each other again?
Using the BS11000
Evidence based structure that leads to BS11000 collaborative activities in the health sector creates its own advantages, both in terms of creating a structure to enable the organization to collaborate, and drive the right behavior between the parties. However, for some it is an additional advantage in achieving accreditation by BSI, British Standards Institute, to recognize organizations that have successfully adopted the principles of BS11000 in the way they work on a wide range of collaborative activities.
No comments:
Post a Comment