the nhs tayside experience linking knowledge management with quality improvement carrie marr...
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The NHS Tayside ExperienceThe NHS Tayside Experience
Linking Knowledge Management Linking Knowledge Management with Quality Improvementwith Quality Improvement
Carrie MarrAssociate Director of Change and Innovation
Tayside Centre for Organisational Effectiveness
FindingsFindings
Factors used by leading QI organisations to come to improved patients results
Build Infrastructure
& Capacity
Quality program organisation Education
Leadership development
Priorities maintained during crises Stability of general management and
program management Choosing tools compatible with
strategy and culture
Program logisticsMeasurement systemsInformation systems
Culture:• goodwill• Measurement• Evidence based learning• Learning organisation
Ref: Staines 2009
The Balance of Quality and CostThe Balance of Quality and Cost
The Healthcare Quality Strategy The Healthcare Quality Strategy for Scotlandfor Scotland
The Healthcare Quality Strategy The Healthcare Quality Strategy for Scotlandfor Scotland
Person-Centred - Mutually beneficial partnerships between patients, their families, and those delivering healthcare services which respect individual needs and values, and which demonstrate compassion, continuity, clear communication, and shared decision making.
Clinically Effective - The most appropriate treatments, interventions, support, and services will be provided at the right time to everyone who will benefit, and wasteful or harmful variation will be eradicated.
Safe - There will be no avoidable injury or harm to patients from healthcare they receive, and an appropriate clean and safe environment will be provided for the delivery of healthcare services at all times.
NHS Scotland NHS Scotland Efficiency and ProductivityEfficiency and Productivity
Endoscopy
A&E
in-patient
out-patient
rehab
day case
acute services
acutereceiving
ward(Med/Surg)
MIU
SAS
OOH
OOH, urgent & emergency services (community)
NHS 24
GDP
GP
Community Pharmacists
family health services
Optom
refer to GP
sub-contractout-reach
Specialist acute care
tertiary services
routinedischarge
complexdischarge
LocalAuthorities
Partner & Vol organisations
refer on-going community care
1.09 million
75,979
26,077
656,466
21,089
44,242
67,032
?
104,669
242,268
3.45 LOS U/Sched
4.0 LOS Elective
Walk-In43,967
Radiology
20,670
GP referral
GP direct
access
GP referral
day patient34,659
OutpatientClinic
Community Services – partnership model with LA
Home Visit
district nursinghealth visitingspecialist nursingAHP (e.g. physio, OT)
elderly care
Care in the community
Community (day) Hospitals
mental health
Day Patient
Inpatient
other
8,725
36,929
430,000
120,000
52,300
128,685
247,703
99,006
37,273
6,697
Laboratory10,685,631
?
86,204
77,041 3,586
Endoscopy
95,592
17,430
M 5,360
15,881
Direct access inpatients
27,352
48,627
+ 12%
+ 3%
+ 1.8%+ 8%
Endoscopy
A&E
in-patient
out-patient
rehab
day case
acute services
acutereceiving
ward(Med/Surg)
MIU
SAS
OOH
OOH, urgent & emergency services (community)
NHS 24
GDP
GP
Community Pharmacists
family health services
Optom
refer to GP
sub-contractout-reach
Specialist acute care
tertiary services
routinedischarge
complexdischarge
LocalAuthorities
Partner & Vol organisations
refer on-going community care
1.09 million
75,979
26,077
656,466
21,089
44,242
67,032
?
104,669
242,268
3.45 LOS U/Sched
4.0 LOS Elective
Walk-In43,967
Radiology
20,670
GP referral
GP direct
access
GP referral
day patient34,659
OutpatientClinic
Community Services – partnership model with LA
Home Visit
district nursinghealth visitingspecialist nursingAHP (e.g. physio, OT)
elderly care
Care in the community
Community (day) Hospitals
mental health
Day Patient
Inpatient
other
OutpatientClinic
Community Services – partnership model with LA
Home Visit
district nursinghealth visitingspecialist nursingAHP (e.g. physio, OT)
elderly care
Care in the community
Community (day) Hospitals
mental health
Day Patient
Inpatient
other
8,725
36,929
430,000
120,000
52,300
128,685
247,703
99,006
37,273
6,697
Laboratory10,685,631
?
86,204
77,041 3,586
Endoscopy
95,592
17,430
M 5,360
15,881
Direct access inpatients
27,352
48,627
+ 12%
+ 3%
+ 1.8%+ 8%
Assessing the management
information requirements to support
better patient flow management
Assessing the management
information requirements to support
better patient flow management
To consult with stakeholders across
the whole system & recommend
areas of priority
To consult with stakeholders across
the whole system & recommend
areas of priority
Identify areas of existing & potential
constraints within the whole system
Identify areas of existing & potential
constraints within the whole system
Assess the performance of the
whole health system with respect to
local and national targets
Assess the performance of the
whole health system with respect to
local and national targets
Whole Systems Analysis – Business Challenge An Integrated Care Challenge HealthSocial Care ++
2010 - 20132010 - 2013
TACTICAL STRATEGIC
DEALING WITH THE 5%
SPENDING THE 95% BETTER
PRODUCTIVITY & EFFICIENCY
CRES
SERVICE OPTIMISATION
TRANSFORMATION
2010 - 20122010 - 2012
TACTICAL STRATEGIC
DEALING WITH THE 5% SPENDING THE 95% BETTER
Prevention of admissionImproved Day care
Improved service liaison and dischargeReduced hospital stays and bed days
Case management – improved pathwaysIntermediate care
Care home interfaceMedications reviews
Housing/home care supportTechnologies
Maximise health and social care services
Cost minimisationWorkforce efficienciesTeleheath / telecare
Virtual wardsWorkforce redesign
Self care and enablementNew models of care in dementia, falls,
end of life careWorking with communities - coproduction
The Knowledge PortalThe Knowledge PortalThe Shift to All Learn : All Teach as a MovementThe Shift to All Learn : All Teach as a Movement
Developing local
improvement stories
Widening our improvement conversations and networks
ProfoundKnowledge
&Evidence of Standards
Adopt & Adapt Improvement Tools and Technology
Harvest andshare and
enable new ideas
Sharing experiences and embedding the improvement
cultureMeasuring the effectiveness
of improvement activities
Individual Microsystemfrontline
MesosystemMiddle mgrs
Macrosystem Policy
Real time tests of change
Improvement Evidence
• Workplace VLE• Communities of Practice
Developing a culture of
improvement
Our Organisational Our Organisational Effectiveness PlanEffectiveness Plan
Building Capacity
& Capability in Knowledge Management
Improvement AcademyeLearning PortalScience and Art of QITools and Techniques
Knowledge Management Portal•Locally
•NationallyImprovement evidence (eg Dashboards, case studies, clinical pathways)
Improvement experiences (Patients, staff, partners)Improvement Network
• Real time information and measurement systems
• Sharing evidence of improvement
• Clinical engagement
• Data for discussion not judgement
Improvement Culture• How much by when• Rapid cycle testing• Evidence based approach
Team Vitality• Staff engagement • Employee Voice
Facing the FutureBoard Effectiveness ProgrammeTCOE as an Innovation HubJoint Clinical Boards
Leadership and Management DevelopmentVirtual learning environmentUndergraduate support
Our inquiry so farOur inquiry so far
Governance of credible real time knowledge
Reliability – the 2 step challenge
User friendly for all staff
Opportunity to integrate with PDP’s and individual learning priorities
Sharing success and achievement is an essential component
Linkage of improvement – research – policy – practice
Evolving role of Improvement and Development Advisers, Librarians and learning and development staff in support of this approach