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IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia)
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IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia)

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IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia). Ponente: Steve Sparks. Director Asociado del Equipo de Trabajo y Especialista en ...

IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia). Ponente: Steve Sparks. Director Asociado del Equipo de Trabajo y Especialista en Implementación del Suoreste de Inglaterra en el NICE (National Institute for Health and Care Excellence).

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  • Always done guidance TA and CG guidance Relevance of social care to ABPI – QS on medicines management in care homes for example, transfer of people health to social care (discharge and admission planning involves medicines)
  • The strategy for NICE implementation involves: Effective dissemination – which increases awareness and means more guidance is read by more people and is available at the point of care Supportive environment – achieved by engaging with key partners, such as yourselves, to support understanding of the processes and methods within the implementation directorate Developing implementation tools - the tools are designed to aid better resource management and help improve business planning Tools are developed for all clinical guidelines Shared learning – this is to be achieved through examples that will be posted onto the NICE website that identify local implementation systems and strategies that will benefit others through sharing Evaluating success – in order to gain insight into implementation challenges and their solutions. National partners supporting evaluation of the uptake of NICE guidance include HCC, DH, Audit commission, pt and carer groups
  • Local connectivity between NICE “central” and target audience we were set up to support, and between organisations in our health economies (and nationally e.g. sharing of learning) Providing people implementing NICE guidance with updates, advice and support for your local strategies for implementation
  • Support – commissioners and providers of NHS services, local government, networks, NHSCB regional/area teams Context advice – positioning in health and social care system, alignment with commissioning and other levers etc In depth knowledge of NICE – all corners! Guidance, programmes, methodologies, resources, policy context Facilitate engagement – to pull information (NICE News), to comment on drafts, guidance development groups, F&S programme support and also to find external advice on distinct pieces of work for NICE
  • Trusts – acute, community, mental health or combination, and ambulance Commissioners – NHSCB (regional/area team), CCGs Networks – AHSNs, SCNs, Clinical Senates, clinical, medicines management Local government – public health, adults, children, H&WBs, providers Others – Infection Prevention, SHALL, Health Education England and academic institutes

IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia) IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia) Presentation Transcript

  • Implementing clinical guidelines – a view from the fieldSteve SparksAssociate Director NICE Field Team
  • The role of NICE• To identify good clinical, publichealth and social care practice using thebest available evidence• To help resolve uncertainty forthe public, service users,professionals and practitioners• To reduce variation in the availability andquality of practice and care
  • Core principles of all NICE guidance• Comprehensive evidence base• Expert input• Patient and carer involvement• Independent advisorycommittees• Genuine consultation• Regular review• Open and transparentprocess.
  • Guidance from NICE
  • “… an expanded role for NICEextending its remit into social care”• April 2013• Adults and children• Still NICE but…….. ‘care excellence’• Non NHS body and set in legislation• New Chair
  • The NICE Implementation Strategy• Developing a supportiveenvironment– Key partners– Education initiatives• Practical tools• Evaluation
  • Main barriers to implementation• Lack of trust inguidance• Lack of organisationalsupport - structuresand processes• Resources (or lack ofthem)• Poor knowledge ofsupport from NICE
  • Principles of implementationEvidence and experience shows that there are six keycomponents to a successful implementation process:– board support and clear leadership– provision of a dedicated resource (a NICE manager)– support from a multidisciplinary team– a systematic approach to financial planning– a systematic approach to implementing guidance– a process to evaluate uptake and feedback.The organisation’s approach to meeting thesecomponents should be clearly stated in animplementation policy. This should be agreed across theorganisation or health community and approved by theboards of the organisations involved.
  • NICE Field Team• Implementation Consultants• Team of 7 aligned to NHS CBregions• 1 in Northern Ireland• Responsible for ageographical territory• Field based• Provide local connectivity
  • What we offer……• Support organisations to use/ implement NICEguidance, advice and standards• Strategic advice on implementation and contextadvice for senior management teams• Promote awareness and understanding of theentire range of NICE outputs• Problem solving, by sharing learning acrossorganisations• Advice on how to use and access NICEimplementation support resources, NICEpathways, NICE Evidence etc• Opportunity to feed back to NICE on local issues,ideas and suggestions for improvement• Facilitate stakeholder engagement with NICE
  • NICE to know …• We facilitate and support good practice – we don’t judge• We will meet with anyone from providers and commissionersof NHS and social care services at their request• National, regional and local speaker for NICE• Lead on specific projects that deliver benefit to NICE and ourpartners - often national focus• Provide regular feedback to NICE on our findings in the field,with recommendations for action• Unable to work with individual pharma/medtech companies:conversations are via ABPI/ABHI• Evolving our support offer to meet needs in the changingenvironment.
  • Who we will engage with 2013/14April May June July August September October November December January February MarchPrimary Care ProvisionCommunity Trusts and Ambulance servicesAHSN Areas for collaborationSocial Care: AdultsAcute and Mental Health TrustsLocal Authorities and Directors of Public HealthHealth & Wellbeing BoardsClinical Commissioning GroupsLocal Area TeamsStrategic Clinical Networksand Clinical SenatesSocial Care: ChildrenAcademic Health ScienceNetworksPublic Health EnglandApril May June July August September October November December January February MarchPrimary Care ProvisionCommunity Trusts and Ambulance servicesAHSN Areas for collaborationSocial Care: AdultsAcute and Mental Health TrustsLocal Authorities and Directors of Public HealthHealth & Wellbeing BoardsClinical Commissioning GroupsLocal Area TeamsStrategic Clinical Networksand Clinical SenatesSocial Care: ChildrenAcademic Health ScienceNetworksPublic Health England
  • • Horizon scanning– Forward planner• A systematic approach– Into practice guides– How to guides• Measuring progress and achievements– Baseline assessment, audit tools– Quality standards indicators and measures• Building a business case– Costing tools– Commissioning toolsPractical support
  • • Sharing success– Shared learning database and awards– QIPP database• Learning support– Slide sets and clinical case scenarios– BMJ online learning modules– Podcasts• Field Team!Practical support
  • Feedback• Monthly report for implementationprogramme director• Quarterly reports to each centre anddirectorate• Quarterly report to Senior ManagementTeam• Annual report to board
  • Evaluation• Ad hoc surveys of specific campaigns• Full review 2010 and 2013• 2013 survey– 18 telephone interviews– 10 internal interviews– 500 email surveys
  • Success criteria 2013-14
  • Challenges and opportunities• Managing internal expectations• Managing external expectations• Managing a remote work force• Balancing workload• Demonstrating impact
  • Staying in touch• Sign up for the NICE News• Log on to the website and registeryour details at www.nice.org.uk• Email steve.sparks@nice.org.uk