Cost Consequence Analysis Workshop Afternoon Session Applying it in practice

Cost Consequence Analysis Workshop

Afternoon SessionApplying it in practice

Questions

What did we do?

Has this change led to an improvement?

Are the improvements worth the effort/money invested?

Applying it in practice

Step OneMap the expected

impact of your change

Increase AZ support worker time

Reduce CPN time providing post diagnostic support

Increased number of people accessing AZ support

Reduce time from referral to individual receiving post diagnostic support

Depending on what we use reduced time for all sorts of potential impacts

Increased number of people accessing assistive technology

Increased number of people with anticipatory care plans

Increased number of people receiving appropriate post diagnostic information

Increased number of people where Talking Points is being used

Increased referrals to locality link offices

Better links to local communities

Benefits of referring for diagnosis improved and more visible to GPs

Individuals better supported in the community

Experience improved satisfaction with service providers

Increased number of referrals to OACMHTs for diagnosis

Increase in number of people on Dementia QOF registers

-ve

Increased referrals of people with dementia to lunch clubs

Increased waiting lists for lunch clubs

-ve means has opposite impact to that in box arrow points to so in this case means decrease in no of referrals














Improve satisfaction with post diagnostic support



-ve



-ve means has opposite impact to that in box arrow points to so in this case means decrease in no of referrals

As a minimum consider

• Health

• Social Care

• Services commissioned by Health and Social Care

Group Exercise

• Pick a change you have either committed to or are thinking about doing and have a go at producing an impact diagram for it.

Feedback

• Any key issues/challenges encountered in undertaking this task

• Any additional support needed nationally


Step Two Identify what impacts have

measurable financial consequences attached

















-ve



Green shading = Impact which can be costed.

Recurrent Costs

Actual prior to change

Actual at Jul 2012 Comments

Alzhiemer Scotland Support Worker Team £51,772 £87,245 Team increased from 1.6 to 2.6 WTE

band 7x 4 hours, band 6 x 16 hours, band 5 x 24 hours, band 3 x 26 hours

x 4 hours, x 4 hours, x 16 hrs x 8.5 hrs

This is an esimate of the value of CPN time spent on post diagnostic support prior and after change. These costs are not releasable but highlight how much resource has been released for other work.

£53,907 £26,021Summary of Health care £53,907 £26,021Recurrent Costs Social care £51,772 £87,245

CPN time

Group Exercise

• Identify the impacts which have measurable financial consequences

• Start to think about what information you need to collect to do the costings

Feedback




Step ThreeIdentify what impacts have non

financial consequences

















-ve



Purple shading = Impact which is non financial

or difficult to cost

Non Financial Consequences

Direction of expected

changeHours of CPN time spent on post diagnostic support ReduceNumber of people accessing the Alz Link Support Workers IncreaseNumber of referrals to locality link officers IncreaseTime from referral to individual receiving post diagnostic support ReduceNumber of referrals for use of assistive technology for Dementia IncreaseNumber of Anticipatory Care Plans for people with Dementia IncreaseNumber of referrals for people with Dementia to lunch clubs IncreaseNumber of individuals where Talking Points is being used IncreaseNumber of referrals to Older Adult CMHTs UncertainNumber of people on the Dementia QOF register Increase

Consequences:qualitative data

Service user and carer satisfaction with post diagnostic support received Improve

Consequencesquantitative data

Remember

• Limitations of two points

• Proportionality

• Outcomes

• Sampling

• Qualitative as well as quantitative

Group Exercise

• Identify the impacts which have non -financial consequences

• Start to think about how you might measure these impacts

Feedback




Step Four Identify your non-recurrent costs

Non-recurrent Costs

Hours spent on project

AfC Band (or

equivalent)

Midpoint

Costing (£)1 Comments

Recruitment costs for new post £1,500Includes advertising costs, interview costs etc

Awareness raising with exisitng staff around additional post and how will work

2 hours eachband 7, band 6 x2, band 5,

band 3 £172

Non-recurrent Project manager time 18 hours band 7 £4029 Hours of Health Project Management and 9 Hours of social work project management

Costs Info Analyst - re data for evaluation 7 hours band 6 £131

Finance input re costings 4 hours band 5 £61

Admin time 12 hours band 3 £130

Psychiatrist 2 hoursConsultant

Salary£106

TOTALSummary of non recurrent costs - Health care £801 £801Summary of non recurrent costs - Social Care £201 £1,500 £1,701

Costs associated with staff time spent on project

Other

COST CALCULATOR

Group Exercise

• In your groups identify the individuals that will be involved with implementing the change and any other non-recurrent costs

• What systems do you need to put in place to collect the relevant data?

Feedback



Why Measure?

So you know whether the change is an improvement?

So you know whether the improvements were worth the effort/money invested?

Documents

Cost Consequence Analysis Workshop Afternoon Session Applying it in practice