Approaches to better value: improving quality and cost | The Kings Fund
The NHS is increasingly focusing on how it can improve the value of its services, to deliver the highest quality health outcomes for patients at the lowest possible cost.
This report shares learning and insight from three NHS hospital trusts that have developed organisation-wide strategies for value improvement. It draws on interviews, roundtables and site visits with senior leaders in the NHS who are committed to developing better value services.
The report suggests a wide variety of approaches are being taken to improve value in the NHS. These include top-down programmes that focus on a wide range of clinical services from their inception, to value improvement strategies that are more organically grown from a few individual services until they cover a wider breath of hospital-based care.
While there are differences in how organisations are approaching value improvement, there are also several common conditions for success. These include fidelity to a clearly defined strategy that brings the various strands of value improvement work together; recognition that value improvement is a long-term commitment that will require considerable staff time and resources; and a new leadership approach that requires continuous engagement with frontline clinicians and managers.
NHS England | September 2018 |Primary care quality assurance – South Nottinghamshire
A new case study on the Atlas of Shared Learning shows how a consistent quality assurance approach is being established by Nurses in a CCG team in Nottinghamshire. This arose as nurses within the Quality Team identified unwarranted variation within primary care practices in the broad areas of quality, safety, clinical effectiveness and patient experience, where there was no uniformed process to review effectiveness and safety across GP practices across the CCG area.
The implementation of a quality assurance and improvement framework enabled the CCG nurses to target resources and support towards GP practices that needed greater support to achieve effective and safe practice, which is driving improvements and enhancing safety within the practices.
RAND Europe| September 2018 | Independent evaluation of the Q Improvement Lab
RAND Europe has published its interim report on the evaluation of the second phase of the Q Initiative. The Q initiative is led by the Health Foundation and supported and co-funded by NHS England. It aims to connect people working in quality improvement across the healthcare system throughout the UK, to make it easier for them to share ideas, enhance their skills and thus bring about a change that benefits patients.
RAND Europe carried out an independent, embedded evaluation of Q during its first phase from spring 2015 to January 2016 (Garrod et al. 2016). Subsequently, RAND Europe was commissioned to provide an independent evaluation of Q, starting in 2016 and reporting in early 2020. This is the interim report of that evaluation, documenting progress towards two overarching evaluation aims:
To provide evidence and analysis to support strategic decision-making and inform the ongoing design and management of Q.
To assess the impact that Q has, primarily on members, but also on their organisations more widely and to understand how this contributes to improvement in health and care quality across the UK (Source: RAND).
NHS Improvement| September 2018 | Embedding quality improvement skills with Pedro Delgado
NHS Improvement have produced a short series of videos with Pedro Delgado the Head of Europe and Latin America region for the Institute for Healthcare Improvement (IHI), to help you build improvement capability and embed quality improvement skills in your organisation. In 2017 NHS Improvement partnered with the Institute for Healthcare Improvement (IHI)to publish an improvement guide called Building capacity and capability for improvement: embedding quality improvement skill in NHS providers.
Pedro Delgado shares his thoughts on what has worked well in terms of building improvement capability in NHS organisations (Source: NHS Improvement).
How can leaders help the transition from ‘measurement to judgement’ to ‘measurement for improvement’?
What level of expertise should NHS staff have in relation to quality improvement?
What role does leadership play in creating a culture that allows quality improvement to flourish?
What inspired you to become an advocate of quality improvement?
What advice would you give to NHS providers starting on their quality improvement journey?
Each of the foci have an accompanying video see NHS Improvement for full details
NHS Improvement | July 2018 | The NHS saves £324 million in a year by switching to better value medicines
NHS Improvement have released figures that show how the NHS has made savings of £324 million using biosimilar medicines, a biological medicine highly similar to another biological medicine. These better value biosimilar and generic medicines, which are just as safe and effective as the more expensive original biological versions, an example being the Biosimilars of trastuzumab, breast cancer drug prescribed in place of the branded medicine Herceptin. They are also being used to treat conditions including rheumatoid arthritis, some forms of cancer and inflammatory bowel conditions.
Quality Improvement Series | BMJ | Health Foundation
The BMJ, in partnership with and funded by the Health Foundation, are launching a joint series of papers exploring how to improve the quality of health care delivery. The quality improvement series will discuss the evidence for systematic quality improvement, provide knowledge and support to clinicians and ultimately will aim to help improve care for patients.
Unlocking the potential: supporting doctors to use clinical audit| Royal College of Physicians | Healthcare Quality Improvement Partnership
This report aims to increase the engagement of doctors in quality improvement activity through greater accessibility to the outputs of national clinical audit. It is intended to bridge the current disconnect between identifying what needs to be improved and the capability to actually improve in practice.
Key recommendations include:
Sufficient training and resources need to be put in place to support quality improvement activity.
Stronger educational and organisational infrastructure for trainee doctors is vital in promoting the benefits of NCA data, and in supporting doctors to use the data.
Doctors should be provided with enough mentoring, time and space to be allowed to access and use data to drive improvements in care.
Developing quality improvement skills in higher specialty trainees would benefit from combining a regional approach to quality improvement education and training, underpinned by local organisational support involving multidisciplinary teams.