9. Long-term
mission and
stretch aims
The mission
To provide the
highest quality
mental health
and community
care in England
by 2020
Quality improvement strategy
Reduce harm by 30% every year
Right care, right place, right time
Two stretch aims
14. What proportion of our patients currently state
they are extremely likely to recommend our
services to their friends and family?
Patient experience?
1. Under 10%
2. 10 – 20%
3. 20 – 40%
4. 40 – 60%
5. 60 – 80%
6. 80 – 100%
15. What proportion of our patients currently state
they are extremely likely to recommend our
services to their friends and family?
Patient experience?
1. Under 10%
2. 10 – 20%
3. 20 – 40%
4. 40 – 60%
5. 60 – 80%
6. 80 – 100%
16. Long-term
mission and
stretch aims
Central QI
team
Functions
Coordinate the programme
Improvement expertise to
support frontline work
Learning and sharing –
internally & externally
Make-up
Programme director
(Medical Director)
Deputy programme director
(Associate Medical Director)
Programme manager
Continuous improvement
and measurement lead
2 x rotating clinical
secondments
Programme support
17. Central QI
team
Building the
will
Long-term
mission and
stretch aims
Traditional
engagement
Grassroots
movement /
campaign
• Launch event & roadshows
• Through formal directorate structures
• Local champions
• Q30 (staff) and Q12 (service user) groups to shape our comms
• Microsite – as a central resource
• Branding & identity
18. Central QI
team
Building the
will
Long-term
mission and
stretch aims
Aligning our
systems
Clinical audit
Real-time patient
experience feedbackLearning from
complaints
Datix improvements
Reviewing our
inductions Integrated quality data
available to all
Embedding a
structure for
listening
Outcome measures
Influencing contracts
and CQUINs
Financial measures
Stopping activity
of lower value
19. Central QI
team
Building the
will
Long-term
mission and
stretch aims
Aligning our
systems
Building
improvement
skills
Successful
improvement
requires a specific
set of skills
Most of us have
not been trained
in improvement
Improvement at
scale needs a
consistent
approach
Appointment of an
external partner to
build skills within our
workforce at scale &
pace
22. Independent, not-for-profit organisation
Based in Cambridge, Massachusetts
Leading innovator, convenor, partner and driver of
results in health and healthcare worldwide
5 key areas of work
• Improvement capability
• Patient and family-centred care
• Patient safety
• Quality, cost and value
• Triple aim for populations (improving health
outcomes, experience and per capita cost)
24. “What will happen if
we try something
different?”
“Let’s try it!”“Did it work?”
“What’s next? ”
The PDSA Cycle
25. Spread to other sites /
groups / popn
Develop a
change
Implement a
change
Test a changeTheory and
Prediction
Test under a
variety of
conditions
Make part of
routine
operations
The Steps to Change
27. How Do ELFT Use Measurement?
MMSE
CQUINS & KPIs
Clinical Trials and Research
Service user outcomes
Service user experience
Waiting lists
BPRS
Blood results
28. • Research (efficacy)
• Improvement (efficiency and effectiveness)
• Accountability (reassurance, comparison)
The Three Faces of Measurement
29. Research
Aim New Knowledge (efficacy)
Methods:
Test observability
Tests are blinded or
controlled
Bias Designed to eliminate bias
Sample size ‘Just in case data’ (very large
data sets)
Flexibility of
hypothesis
Fixed hypothesis
Testing Strategy One large test
Determining if a
change is an
improvement
Enumerative Statistics (t-test,
p-values)
30. Improvement
Aim Improvement of care
(efficiency and effectiveness)
Methods:
Test observability
Tests are observable
Bias Accept consistent bias
Sample size ‘Just enough data’, small
sequential samples
Flexibility of
hypothesis
Flexible and changes as
learning takes place
Testing Strategy Sequential test over time
Determining if a
change is an
improvement
Analytical statistics. Run and
Control charts
31. Accountability
Aim Comparison, choice,
reassurance, motivation for
change
Methods:
Test observability
No test, evaluate current
performance
Bias Measure and adjust to
reduce bias
Sample size Obtain 100% of available,
relevant data
Flexibility of
hypothesis
No hypothesis
Testing Strategy No tests
Determining if a
change is an
improvement
No change focus
32. • Research (efficacy)
• Improvement (efficiency and effectiveness)
• Accountability (reassurance, comparison)
The Three Faces of Measurement
36. • How can you tell if you are improving?
• Data collection and analysis are central to QI
• Helps identify quality problems but also opportunities
for improvement
• Allows us to track improvement over time
• Success of programme will hinge on the
measurements we put in place
Why Measure?
38. • IHI Open School programme available to all
staff
• Face to face training for 200 staff in next
year
• Learning Events (Autumn 2014)
Training Plan for the Organisation
45. And why is this important?
(the strategic and business case)
What are We Trying to Accomplish?
46. • Involve members familiar with all different parts of
the process
• Effective teams require three kinds of expertise
– System leadership
– Improvement advice
– Day to day leadership - Project leader
• Aim to meet every 1-2 weeks for 30-45 minutes
• How will you communicate?
• How to bring data to meeting?
Choose your team
47. The Driver Diagram is a
tool to help us
understand the system,
its outcomes and the
processes that drive the
outcomes
Defining your messy system
49. AIM:
Lose 5kg
in 3
months
Calories
in
Calories
out
Limit daily
intake
Substitute
low calorie
food
Avoid
alcohol
Exercise
Fidgeting
Track
calories
Plan meals
Drink water,
not Coke
Work out 3
times a week
Cycle to
work
Hacky sack
in office
50. AIM PRIMARY DRIVERS SECONDARY
DRIVERS
CHANGE IDEAS
Improving quality of care on an inpatient female
psychiatric ward
61. Complete Project Charter
• Email to QI team
• qi@eastlondon.nhs.uk
• QI team will get in contact in a few days
62. • Make sure you have right ingredients for success
• Help finalise charter
• Make sure your project aligns with programme
aims
• Link you with support on project and
methodology
• Provide support and access to BMJ Quality
platform
The QI Team Will…
64. Mission and Aims
Mission: Highest Quality Mental Health and Community Care in England
Stretch Aim 1: Right care, Right Time
Stretch Aim 2: Reduce Harm
The PDSA cycle is a tool we use to distinguish changes that are effective from those that are not so that we can concentrate our efforts
Four parts of the cycle:
Plan:
Decide what change you will make, who will do it, and when it will be done. Formulate an hypothesis about what you think will happen when you try the change. What do you expect will happen?
Identify data that you can collect (either quantitative or qualitative) that will allow you to evaluate the result of the test.
Do:
Carry out the change.
Study:
Make sure that you leave time for reflection about your test. Use the data and the experience of those carrying out the test to discuss what happened. Did you get the results you expected? If not, why not? Did anything unexpected happen during the test?
Act:
Given what you learned during the test, what will your next test be? Will you make refinements to the change? Abandon it? Keep the change and try it on a larger scale?
The PDSA cycle is a tool we use to distinguish changes that are effective from those that are not so that we can concentrate our efforts
The PDSA cycle is a tool we use to distinguish changes that are effective from those that are not so that we can concentrate our efforts
References:
1. Accelerating the pace of improvement: interview with Thomas Nolan. Journal of Quality Improvement. 1997;23(4).
2. Berwick DM. A primer on leading the improvement of systems. BMJ. 1996;312:619-622.
3. Langley G, Nolan K, Nolan T, Norman C, Provost L. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. San Francisco, CA: Jossey-Bass Publishers; 1996.
4. Lloyd R. Quality Health Care: A Guide to Developing and Using Indicators. Sudbury, MA: Jones and Bartlett Publishers; 2004.
5. Moen R, Nolan T, Provost L. Quality Improvement Through Planned Experimentation. 2nd ed. New York, NY: McGraw-Hill Companies; 1998.
6. The Improvement Handbook. Austin, TX: Associates in Process Improvement; 2005.
Notes: The design of your change will depend on what you are trying to change
The PDSA cycle is a tool we use to distinguish changes that are effective from those that are not so that we can concentrate our efforts
Four parts of the cycle:
Plan:
Decide what change you will make, who will do it, and when it will be done. Formulate an hypothesis about what you think will happen when you try the change. What do you expect will happen?
Identify data that you can collect (either quantitative or qualitative) that will allow you to evaluate the result of the test.
Do:
Carry out the change.
Study:
Make sure that you leave time for reflection about your test. Use the data and the experience of those carrying out the test to discuss what happened. Did you get the results you expected? If not, why not? Did anything unexpected happen during the test?
Act:
Given what you learned during the test, what will your next test be? Will you make refinements to the change? Abandon it? Keep the change and try it on a larger scale?
Instructions: Ask the learner which of the above three is a good aim? Answer is the second one because it is specific, measurable, determines a timeframe