NHS
Improving Quality
An introduction to
NHS Improving Quality
NHS Improving Quality was founded on 1 April 2013 and drives improvement
across the NHS in England. To meet the challenges...
Our objectives for 2014/15
Horizons - working upstream to provide
a pipeline of new trends, ideas and
knowledge to help ke...
Long term conditions and integrated
care - improving the quality of life for
people living with long term conditions,
incl...
Experience of care - engineering social
change, which will result in experience
of care being central to commissioning
and...
6
@NHSIQwww.nhsiq.nhs.uk
To find out more about NHS Improving Quality:
enquiries@nhsiq.nhs.uk
Published by: NHS Improving ...
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Introduction to NHS Improving Quality

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NHS Improving Quality was founded on 1 April 2013 and drives improvement across the NHS in England. To meet the challenges that we face across the health and care system, change and improvement are essential and need to be everyone’s business.
Bringing together a wealth of knowledge, expertise and experience from across the NHS, we are working to improve the quality of care that people receive by achieving large scale transformational improvement and change.

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Introduction to NHS Improving Quality

  1. 1. NHS Improving Quality An introduction to NHS Improving Quality
  2. 2. NHS Improving Quality was founded on 1 April 2013 and drives improvement across the NHS in England. To meet the challenges that we face across the health and care system, change and improvement are essential and need to be everyone’s business. Bringing together a wealth of knowledge, expertise and experience from across the NHS, we are working to improve the quality of care that people receive by achieving large scale transformational improvement and change. We will do this by: • Stimulating new and disruptive approaches to transformation and improvement • Seeking to maximise investment of money and effort across the system, so we are all pulling in the same direction • Learning from leading edge practice in the NHS, other health and care systems and other industries and making that knowledge accessible to all • Building the movement for improvement and safety across the country, making connections across the system, enthusing and exciting people to engage in change and improvement • Providing easy access to the latest evidence base, knowledge and training programmes, so that improving and leading change remains part of the daily work of the NHS • Building commitment to change rather than compliance • Developing large scale improvement programmes that support local action and are aligned to the delivery of the NHS Outcomes Framework - making better outcomes for everyone a reality, faster. We will work through and with delivery partners so that ideas, skills and knowledge are widely shared and spread. We will also support the key transformation priority areas set out by NHS England to help deliver the NHS Outcomes Framework. 2
  3. 3. Our objectives for 2014/15 Horizons - working upstream to provide a pipeline of new trends, ideas and knowledge to help keep improvement thinking relevant, effective and up to date. • Providing thought leadership in large scale change • Mobilising for improvement - NHS Change Day • Developing The School for Health and Care Radicals - supporting the next generation of change agents. Improvement capability and capacity building - embedding improvement and change expertise through science, knowledge and skills, so that improving quality and outcomes can be everyone’s business: • Developing the science, knowledge and skills infrastructure available across the NHS to enable improvement and transformational change • Supporting the implementation of the Berwick recommendations to embed improvement science in professional training • Building leadership capability in transformational change and improvement across the commissioning system and primary care. Living longer lives - reducing the number of people who die too soon from illnesses that could have been prevented or treated: • Delivering elements of the Cardiovascular Disease Outcomes Strategy and supporting the NHS Health Check programme • Engaging with clinicians and primary care about the five big killers (cancer, heart disease, stroke, respiratory and liver disease) • Improving public awareness of symptoms and early diagnosis of disease. 3
  4. 4. Long term conditions and integrated care - improving the quality of life for people living with long term conditions, including at the end of their life: • Supporting the integrated care and support pioneers to enable better integrated care • Transforming end of life care in acute hospitals and rolling out electronic palliative care coordination systems • Developing long term conditions improvement resources and Year of Care funding models • Improving care for people with dementia, mental health needs and learning disabilities. Seven day services - supporting the adoption into practice of evidence based seven day services at scale and pace across England: • Supporting and developing new models of delivery • Working with communities of practice and early adopter sites to support learning and strengthen engagement to enable whole system change • Ensuring patients, carers and users are actively engaged in designing and influencing the right solutions to meet local health needs. Acute, urgent and emergency care - supporting the delivery of recommendations from the urgent and emergency care review: • Supporting the transition of children and young people to adult services • Helping to develop and deliver a future strategy for rehabilitation services • Developing evidence of best practice and supporting the transformation of maternity services • Identifying best practice in rural and remote areas • Developing evidence and learning around reconfiguration of stroke services. 4
  5. 5. Experience of care - engineering social change, which will result in experience of care being central to commissioning and provision of care services, supporting: • Patient-led improvement to empower and support individuals and communities to get involved • Patient-centred best practice to stimulate, learn, share and spread experience of care best practice • System improvement to help commissioners and providers to use patient experience as a key driver for service improvement • Project services to enable patient experience to inform and influence national policy design, priorities and service improvement. Patient safety - creating a comprehensive, effective and sustainable improvement system that will deliver a culture of continual learning and improvement in patient safety: • Developing the patient safety collaboratives programme and supporting people to work together locally to address and improve patient safety in their own settings • Building skills and capabilities in patient safety and improvement science • Focusing on the actions that can make the biggest difference to patients • Improving the safe and effective use of medication in people with learning disabilities post Winterbourne View. Connections - ensuring NHS Improving Quality is positioned right in the heart of the NHS and can respond to the unexpected and urgent: • Developing key strategic relationships and proactively establishing improvement priorities and common challenges facing the NHS • Leading bespoke task and finish work, such as delivering capability training available to all clinical commissioning groups • Consulting, influencing, sharing ideas and finding partners to deliver improvement initiatives. 5
  6. 6. 6 @NHSIQwww.nhsiq.nhs.uk To find out more about NHS Improving Quality: enquiries@nhsiq.nhs.uk Published by: NHS Improving Quality - Publication date: February 2014 - Review date: February 2015 © NHS Improving Quality (2014). All rights reserved. Please note that this product or material must not be used for the purposes of financial or commercial gain, including, without limitation, sale of the products or materials to any person. NHS Improving Quality Contact us

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