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qi.elft.nhs.uk
@ELFT_QI
Building & applying capabilities forcontinuous improvement,
organisation-wide
Mental health servicesNewham, Tower Hamlets, City & Hackney, Luton & Bedford
Forensic servicesAll above & Waltham Forest, Redbridge, Barking & Dagenham,Havering
Child & Adolescent services, including tier 4 inpatientservice
Regional Mother & Baby unit
Community health servicesNewham
Urgent care centreNewham
IAPTNewham, Richmond and Luton
Speech & LanguageBarnet
The strategic case for change
Make quality ourabsolute priority
• Improvingquality of careis our corepurpose
• Of greatestimportance toall ourstakeholders
• Build on theexcellent workalreadyhappening toimprove quality
National drivers
• The need tofocus on amorecompassionate,caring servicewith patientsfirst andforemost
• Morestructured andbottom-upapproach toimprovement
Enable our staffto lead change
• The desire toengage, freeand supportour staff toinnovate anddrive change
• Engaged andmotivated staffleads toimprovedpatientoutcomes
The economicclimate
• The need to domore with less
– improvingquality whilstreducing cost
@ELFT_QI
@ELFT_QI
Trust board bespokelearning sessions
Visiting other organisationsthat successfullyimplemented QI
Sentinel event
Focus groups
Building the will for change
Early small scale testsof QI methodology
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020
Build thewill
Buildimprovement
capability
Alignment
QI Projects
1. Launch event & roadshows2. Microsite3. Using the power of narrative4. Celebrate successes5. Network of champions / ambassadors6. Learning events
1. Initial assessment of alignment & capability2. Recruiting central QI team3. Online training4. Face-to-face training5. Follow-up coaching on projects6. Develop in-house training for 2016 onwards
1. Align all projects with improvement aims2. Align team / service goals with improvement aims3. Align all corporate and support systems4. Patient and carer involvement in all improvement
work5. Embed improvement within management structures
Reducing Harm by 30% every year1. Reduce harm from inpatient violence2. Reduce harm from falls3. Reduce harm from pressure ulcers4. Reduce harm from medication errors5. Reduce harm from restraints
Right care, right place, right time1. Improving patient and carer experience2. Reliable delivery of evidence-based care3. Reducing delays and inefficiencies in the system4. Improving access to care at the right location
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020
Build thewill
QI microsite theonline hub for theprogramme has50,000 page viewsto dateqi.elft.nhs.uk
Staff andservice usernewsletterreaches 5000people everymonth
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020
Build thewill
QI microsite theonline hub for theprogramme has50,000 page viewsto dateqi.elft.nhs.uk
Staff andservice usernewsletterreaches 5000people everymonth
QI launch event and roadshowsattended by over 1000 staff,service users and carers
Bespoke QI learningevents for staff, serviceusers, commissioners,governors
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020
Build thewill
QI microsite theonline hub for theprogramme has50,000 page viewsto dateqi.elft.nhs.uk
Staff andservice usernewsletterreaches 5000people everymonth
QI launch event and roadshowsattended by over 1000 staff,service users and carers
Bespoke QI learningevents for staff, serviceusers, commissioners,governors
Annual QI conferenceattended by over 270 staff,patients and externalpartners
ELFT experience day attended byover 70 international delegates
QI visibility wall to describeprogramme & update on progress
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020 Buildimprovement
capability
Support for improvementwork from the Trust’s QI
team
Partnership with IHI ondelivery of QI training to
staff and Trust Board, andstrategic guidance from IHI
executive team
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020 Buildimprovement
capability
Face to face improvement training -hundreds of staff, services users,Governors to be trained over thenext few years
IHI Open School onlinetraining resource availableto all. Providing essentialskills to support peopleleading qualityimprovement.
Support for improvementwork from the Trust’s QI
team
Partnership with IHI ondelivery of QI training to
staff and Trust Board, andstrategic guidance from IHI
executive team
Workshop
(3 days)
Webex #2Webex #1
• Faculty consults• Webex calls• Coaching calls
Webex #3 Learning Set2 &
graduation
AP-5AP-4
The two learning sets will be focused on sharing the participants’ work on theirprojects and learning from each other. These sessions also will reinforce the
content from the Webex calls and the ISIA workshop.
Improvement Science in Action- 6 month learning path
Learningset 1
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020 Buildimprovement
capability
Face to face improvement training -hundreds of staff, services users,Governors to be trained over thenext few years
QI coaches- 30 staff to becomecoaches, spending 1 day/week
supporting local QI projects
IHI Open School onlinetraining resource availableto all. Providing essentialskills to support peopleleading qualityimprovement.
Support for improvementwork from the Trust’s QI
team
Working upstream with externalpartners to build capability aroundcontinuous improvement
Partnership with IHI ondelivery of QI training to
staff and Trust Board, andstrategic guidance from IHI
executive team
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020
A process is in place forteams to submitproject ideas to the QIteam, who will helpwith planning,structure andmeasurement, andensure projects arealigned with our high-level aims.
Alignment
Quality improvement programme-project support structures
AIM:To providethe highest
qualitymental
health andcommunity
care inEngland by
2020
Alignment
QI Team
QI Resources
Project Sponsor
QI Forums
QI Coach
1. Is there will to undertake a QI programme in yourorganisation? What might be the barriers?
2. What improvement capability exists in yourorganisation? Could you shuffle existing resources?
3. How do you look at data and talk aboutimprovement at every level? What structuresmight support improvement?
Table Discussion
Our QI Projects
