Quality Improvement and the NHS
Alison Cole
AQuA
Monday 18th May 2015
About AQuAEstablished in 2010 as a NHS health and care quality improvement organisation. Based in North West England
Members: 73 commissioner and provider organisations
Hosted by Salford Royal Foundation Trust and accountable to - AQuA’s Board - AQuA members through membership agreements
Grant and fee for service customers supplement member income
AQuA’s Advancing Quality (AQ) programme is separately funded by CCGs and some non-recurrent funding from the former SHA
Our 2015-16 quality improvement priorities
Invest in the Growth & Capability of Staff
Improvement requires a system of support: the
NHS needs a considered, resourced and driven
agenda of capability-building in order to deliver
continuous improvement
Berwick 2013
AQuA Skills Escalator
Career long
help to learn,
master and
apply modern
methods for
quality control,
quality improvement
and quality planningBerwick 2013
Safe
Quality Improvement Methodologies
Patient Centered
Quality
Timely Efficient EquityEffective
6 Dimensions of Quality Healthcare
Source: Institute of Medicine's ‘Aims for Improvement’
Comprehensive transparency of performance data – including the results of treatment and what patients and carers say – to help health professionals see how they are performing compared to others and improve; to help patients make informed choices; and to help CCGs and NHS England commission the best quality care.
The care and quality gap: unless we reshape care delivery, harness technology, and drive down variations in quality and safety of care, then patients’ changing needs will go unmet, people will be harmed who should have been cured, and unacceptable variations in outcomes will persist.
We have a double opportunity: to narrow the gap between the best and the worst, whilst raising the bar higher for everyone. To reduce variations in where patients receive care, we will measure and publish meaningful and comparable measurements for all major pathways of care for every provider – including community, mental and primary care – by the end of the next Parliament. We will continue to redesign the payment system so that there are rewards for improvements in quality.
Moving from ‘repair’ to preventionFrom Deloitte Presentation
Tiers of Integrated Care
Leadership
What skills and knowledge do you need to do this?
12
What are you changing?
• What drives the changes you are dealing with in your organisations?
• How do you know you have to change?• What information do you have to support your
required changes?• What information might you need to support your
changes?• Where can you get this?
Source:W Bridges: Managing Transitions
13
14
Source:W Bridges: Managing Transitions
“While all changes do not lead to improvement, all
improvement requires change.”
Institute for Healthcare Improvement (IHI)
Cascade opportunities and links to your workforces