ALNA
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ALNA · Professional expertise, supported by technology

Understand. Improve. Learn.

You know the problem. But what needs to change?

ALNA helps care, rehabilitation and social care organisations understand what holds service processes back, explore improvements and build a sound basis for decisions and learning.

From understanding challenges to continuous improvement in practice.

Let’s explore your process challengeExplore the example report

ALNA is in development. Our initial offer is a focused diagnosis of one defined service process. Implementation support and ongoing measurement are being developed as follow-on services and will be agreed separately.

When everyone holds a different part of the picture

A waiting list that does not shrink, a delayed handover or recurring team overload. The evidence may be spread across documents, systems and different roles. Bringing operational data together with staff and management experience helps put the process in context.

  • Waiting lists
  • Handovers and continuity of care
  • Workload and team coordination

Professional expertise and technology, grounded in your organisation

We are developing an approach built on four foundations, helping organisations move from understanding a difficulty to making an informed choice about what to do next.

1

A focus on care, rehabilitation and social care

Examine service processes in the context of workload, burnout, continuity and quality of care, professional roles and limited resources.

2

Data alongside the knowledge of the people doing the work

Connect documents and operational data with the experience of frontline staff, middle managers and leadership. Keep findings, possible explanations and recommendations distinct.

3

Findings that inform practical action

Develop options that account for responsibilities, ways of working and the conditions needed for change. Implementation support is a follow-on service being developed.

4

Define the change and how to assess it

Clarify the intended improvement and how progress could be assessed. Repeated measurement and learning over time are part of our development roadmap.

How are findings examined?

What does the initial diagnosis provide?

A process map

How the process works, who is involved and where gaps appear.

Findings with evidence

What the sources show, where they agree and what needs clarification.

Options for action

Possible changes that fit your constraints and a basis for deciding what to test next.

From information to a decision

Illustration only · fictional data

Finding

In 27 of the 68 example cases, acknowledgement of receipt at the next stage is not documented.

Possible explanation

Responsibility for the handover may be unclear. Missing documentation does not prove that the handover did not happen.

Option to examine

Define responsibility and receipt confirmation, then measure transition times and documentation completeness.

Explore the example report

Understand. Improve. Learn.

From understanding challenges to continuous improvement in practice. This is ALNA’s long-term approach: start with a focused diagnosis and build a foundation for decisions, action and learning.

01

Understand | Diagnosis

Initial offer · preparing for pilots

Examine one defined service process using documents, operational data and staff and management perspectives. The output: a process map, findings, barriers and possible explanations, with options for action and the limitations of the diagnosis.

02

Improve | Implementation support

Follow-on service being developed

The aim is to turn findings into decisions and actions, clarify responsibilities and improve ways of working, taking account of human and organisational barriers and any tools or technology needed.

Scope will be agreed separately. This service is not automatically included in the initial diagnosis.

03

Learn | Ongoing measurement

In development

The aim is to assess changes against agreed measures, revisit findings and outcomes, and adapt actions over time.

This is not yet an active, validated end-to-end service.

These stages describe our long-term approach, not a fully available package. Scope, measures and implementation responsibilities will be agreed in advance. A change in a measure alone does not establish that an action caused it.

Who is it for?

Care, rehabilitation and social care organisations with a defined process, a recurring difficulty and an opportunity to connect existing information with staff perspectives.

Explore the fit

From practice to a system

I’m Shani Shimshian, a social worker and founder of ALNA. The system grew from the gap between the knowledge organisations hold and their ability to connect it into a shared understanding and a practical next step. The system brings together and analyses the information; outputs undergo professional review and approval before presentation.

Start with one challenge

An introductory conversation explores what concerns you, what you have already tried and what you need to understand before deciding on a next step. Scope and timing are agreed around the process, available materials and readiness to begin.

Let’s explore your process challengeExplore the example report
BEFORE WE MEET

Questions that come up in almost every conversation

ALNA combines professional expertise and technology to improve service processes in care, rehabilitation and social care. We start with a focused diagnosis, connecting documents, data and staff and management perspectives to develop findings and options for action. Implementation support and ongoing measurement are follow-on services in development, separate from the initial diagnosis.

ALNA is in development and preparing for its first pilots, focused on diagnosis. Before work begins, we agree which capabilities can be used, the outputs and the timetable. The example report uses fictional data and is not a client result.

Existing documents about the process and roles, relevant operational data and staff questionnaires. An initial mapping conversation defines a focused list and clarifies gaps; you do not need to create new documents in advance.

We can examine reports or summary data that your organisation is authorised to export. A direct system connection is not assumed. Unavailable information will be recorded as a limitation.

AI may assist with organising and analysing information. Before organisational material is used, we agree permitted uses and providers, information to remove and retention conditions. Sending documents does not automatically authorise transfer to an AI provider.

Findings and possible explanations are presented separately, together with sources, missing information and limitations. When evidence is insufficient, the next step is clarification rather than presenting a hypothesis as fact.

The system brings together and analyses information and develops options; outputs undergo professional review. Your organisation decides what to implement within its responsibilities and constraints.

The initial diagnosis focuses on mapping, findings and options for action. Implementation support is being developed as a follow-on service, and ongoing measurement is in development. Neither is automatically included in the initial diagnosis; each requires a separate agreement.

Participation depends on the process and available information. Before starting, we agree participants, questionnaires, clarification needs and dates for materials and outputs.

Questionnaires are intended to produce summary findings. Before distribution, access, small-group reporting and protection against identification from details or free text must be defined. Not collecting names alone does not guarantee complete anonymity.

Scope, price and outputs are agreed in a proposal after exploring fit. Subsequent cycles are scoped separately.