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NHS Education for Scotland
Defining A Quality Improvement
FrameworkFor
A Coordinated Service Model
Workshop 27th May 2003Dr Ann Wales
NHS Scotland Library Service Development Coordinator
Quality management systems
• Wave of performance assessment:– Inspection– Reporting– League tables
• Culture of comparison– Shared learning– Attribution of
blame
• Absence of resources for implementation
• Vulnerability of public sector to change
• Top down approach
Temptations
• Measure those things that are easy to quantify
• Pursue statutory or regulatory targets only
• Focus on short-term outputs rather than long-term outcomes
• Example: use of “efficiency episodes” rather than clinical outcomes
Defining performance indicators
• Performance Management: the managerial work needed to ensure that the system’s top-level aims (“Vision and Mission”) and objectives are attained.
• Requires Performance Measurement – one part of the management
process – should lead to actions
“E’s” of Performance
Measurement
• Effectiveness
• Efficiency
• (Economy)
• Equity
What makes a good performance indicator?
• Clarifies the organisation’s objectives• Evaluates final outcomes• Enables customers to make informed choices• Enables monitoring of contracted services• Indicates contribution of different specialties• Supports managerial action to improve quality• Supports determination of cost-effective
approaches• Provides feedback to staff to enable personal
learning and improvement of practice
• (Mayston, 1985; Pollitt, 1987)
From Conformance to Performance
• Original definition of quality:• “Conformance to requirements”
• New definition of quality (TQM):• “delighting the customer by
continually meeting and improving upon agreed requirements”
Guidance or Steering via Continuous Quality Improvement• Purpose of the system needs to be agreed• Desired outcomes need to be defined and
measured• Mechanisms set in place to achieve
desired outcomes• Managers within system need to be –
– Committed to outcomes – Able to organise themselves to achieve
outcomes
“Coordinated system” Approach to Quality Improvement
• Quality improvement intrinsic to all levels of the organisation
• Primary responsibility lies with direct service providers
• Continuous Quality Improvement based on Self-Assessment against “Whole Systems” Model of Quality
• Guides development for the whole organisation
• Encourages innovation
Audit (standards) approachVs
Self Assessment (CQI)
• Audit against Standards• Independent, systematic,
objective evaluation against standard’s minimum requirements
• Professional and statistically sound judgement
• Episodic approach• Narrow focus• Lack of connection to
strategic planning
• Self Assessment against Quality Model
• Incremental performance improvement
• Ownership across all levels of organisation
• Flexible: Responsive to environmental change
• Direct link to strategic planning cycle
• Supports Continuous Quality Improvement
EFQM Excellence Model
• Comprehensive framework
• Self-assessment:– strengths – areas for improvement – across all activities
• Based on experience of over half public sector organisations in UK
EFQM Criteria: Processes and Outcomes
• Enablers (How)
• How the organisation is led
• How it manages staff• How it manages
resources• How it manages
partnerships• How it plans strategy• How it sets policy• How it fosters innovation
and learning
• Results (What)
• Satisfaction among customers and
stakeholders• Satisfaction among
employees• Impact on wider
community• Key performance
indicators
EFQM Excellence Model
© EFQM. The EFQM Excellence Model is a registered trademark of the European Foundation for Quality Management.
Benefits of Self-Assessment against an Excellence Model• Identifies strengths and areas for
improvement• Identifies priority areas to address• Provides regular assessment of
performance throughout the organisation against a recognised model
• Provides a framework which makes sense of all quality and improvement activities
• Generates fresh motivation for improvement
• Provides a basis for ongoing strategic and business planning
Summary: Conformance to
Performance • Limitations of Audit and Standards Approach• Continuous Quality Improvement based on
Self-Assessment against “Whole Systems” Model of Quality
• Responsibility lies with direct service providers
• Guide development of organisation through identification of purpose, outcomes, mechanisms
• Performance measurement should be linked to strategic planning and actions.
• Performance Indicators– Support organisation’s objectives– Based on outcomes– Facilitate learning
Service Vision
• “NHS Scotland Library and Knowledge Services transformed in the light of new technology, operating as a network of proactive, skilled information practitioners and managers, empowered to deliver centrally funded resources to point of need on an equitable, integrated, nation-wide basis”.
Guidance or Steering via Continuous Quality Improvement• Purpose of the system
needs to be agreed
• Desired outcomes need to be defined and measured
• Mechanisms set in place to achieve desired outcomes
• Managers within system need to be – Committed to
outcomes– Able to organise
themselves to achieve outcomes