Delivering Knowledge for Health NHSScotland Knowledge Services: Evolving National Perspectives Dr...

Delivering Knowledge for Health

NHSScotland Knowledge Services: Evolving National Perspectives

Dr Ann Wales Programme Director for Knowledge Management [email protected]

Update for Librarians’ Open Meeting26 November 2007


"It is not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change."

Charles Darwin


Outline

• Design themes and principles

• Practical implementation 2007-8

• Future directions 2008 onwards – Coordinated National Strategy for Knowledge Services


Design themes and principles (1)

Sources:• From Knowing to Doing• Analysis and reports 2005-6• Literature and policy overview• Consultation on Coordinated National Strategy

March-October 2007: – Patients ~ Professionals ~ Partners

• Roadmap for NHSScotland Library Services• Better Health Better Care• Spending Review


• Values• Basics• System• Patient-Professional Relationship• Interactions – colleagues and organisations• Learning, Measurement, Review• Implementing change

Design themes and principles (2)


Better Health Better Care

• Patient experience

• Health inequalities

• Taking responsibility

• Partnership

Knowledge Services (1)• Design for patient journey

and patient outcomes

• Empowerment and equity:•Access, skills, values•Addressing inequalities•Taking responsibility

• Partnership across boundaries

Knowledge Services (2)

• Integrity – quality and equity

• Compassion – information sharing

• Excellence

• Continuous improvement

• Values• Basics• System• Patient-Professional Relationship• Interactions • Learning,

Measurement, Review• Implementing change




Knowledge Services• Design for patient

journey and patient outcomes

• Empowerment and equity:•Access, skills, values•Addressing inequalities•Taking responsibility

• Partnership across boundaries

Better Health Better Care

• Patient Safety

• Evidence-based practice

• Consistent quality

• Basic information about services

Knowledge Services

• Clinical Decision Support Portal•Pathways•Guidelines•Standards•Evidence summaries

• Search• ULMS• Introductory and

research information levels




Better Health, Better Care

• Continuity of care:•Anticipatory•Integrated across NHS-Community boundaries•“Best possible start”

Knowledge Services• Coordination• NetworksCross-boundary knowledge

services:• Social Services e-Library• Rehabilitation e-Library• Health Inequalities

e-Library/MKN

• Quality Assurance• Common standards and

guidelines• Shared systems


• Values• Basics• System• Patient-Professional

Relationship• Interactions • Learning,


Better Health, Better Care• “Humaneness”• Competence/Accuracy• Shared decision-making• Time for patient

(Wensing, 1998)

• Patient as partner• Self-management• Taking responsibility• Shared decision-making• Long term conditions

Knowledge Services

Shared Patient-Professional Online Information Services

•Clinical Decisions•Rehabilitation/Long Term Conditions•Midwifery•Polish Information Plus•Future Health Information Online

Partnerships: • NES• NHS 24• Health Scotland

Information literacy

Framework


• Values• Basics• System• Patient-Professional Relationship• Interactions –

colleagues & organisations

• Learning Measurement

Review• Implementing change


• Team-based and continuous care

• Partnership for community-based care and long-term conditions

• Network development

Knowledge Services

Managed Knowledge Networks• Rehabilitation/Long Term

Conditions MKN’s• Health Inequalities MKN• New Social Networking Tools• Health Information Access

through libraries in partner sectors

• Sharing resources via ULMS• Linking knowledge support

with Electronic Health Record Systems


• Values• Basics• System• Patient-Professional Relationship• Interactions –colleagues

& organisations• Learning,



• Continuous Improvement in Healthcare:

“Invest in staff skills, training and competencies to drive all aspects of service improvement.”

• Best value

Knowledge Services• Information literacy framework

• Knowledge Services for new staff groups

• Health Management e-Library/MKN

(with Health Management Library)

• Links with KSF, MMC, e-Learning systems

• Personal Webspaces

Best value:• Reuse and sharing of services

• Quality Assurance Framework


• Values• Basics• System• Patient-Professional Relationship• Interactions –colleagues

& organisations• Learning,


• Potential already in our hands

• Values, Infrastructure, Systems in place to support organisational and personal action plans.

• Leading and supporting change

• Collaboration and sharing

• Opportunism – continuous and long-term change as well as major initiatives


“In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.”

- Charles Darwin


Quality Assurance Framework for

Knowledge Services Supporting NHSScotland

From Idea to Actuality


Overview

• Purpose

• Structure

• Monitoring and review process

• Next steps - implementation


Purpose of Framework

• Practical and strategic tool

• Demonstrate the contribution of knowledge services to:– Improving health– Delivering patient care– Improving effectiveness; reducing risk - Clinical

Governance

• Ensure continuous improvement of knowledge services for NHS Scotland


Why is it important?

Recognition:

“NHS Boards are fully accountable for the quality of the Knowledge Services they provide. This is an integral part of NHS Board responsibility for Clinical Governance and Staff Governance. (page 6, section 5).”

Applies to provision of Knowledge Services to NHSScotland by all sectors – NHS, Higher Education, other sectors.


Development Pathway

• Development during 2005 – working group facilitated by NES Knowledge Services; supported by NHS QIS.

• External consultation – early 2006

• Pilot stage – July 2006-March 2007, linking with NHS QIS review of Clinical Governance and Risk Management Standards

• Publication – September 2007


Principles

• “Achievable but stretching”

• Focused on outcomes rather than processes

• EFQM model (European Framework for Quality Management)– Based on linked Outcomes and Enablers– Comprehensive– Generic– Widely recognised– Externally validated


Structure (1)


Structure (2)

Central reference point: Delivering outcomes

– improved services and patient care

Strategic cycle (Standard A)

- analysis and planning ~ implementation ~ evaluation and review underpin management of:

• Resources (Standard B)• User support (Standard C)• Partnership (Standard D)• Knowledge Services staff (Standard E)


Structure (3)

Five Standards

Criteria defined for each standard

Evidence and accreditation levels defined for each criterion


Accreditation System

• Levels 1, 2, 3 (minimum to gold standard)• Fulfil 100% of criteria at each level• Ability to make case for non-applicability of certain

criteria• Accreditation lasts for 3 years with interim annual

reports• Can re-submit at any time during those 3 years


Monitoring and Review (1)

1. Self-assessment 2. Production of Action Plan 3. Review of self-assessment and action plan by

QAF Coordinating Group members4. Submission of evidence portfolio and self-

assessment.5. External evaluation by QAF Evaluation Panel


Monitoring and Review (2)

• Report and recommendations issued by Evaluation Panel

• Report and recommendations included in NHS QIS monitoring and review process for Clinical Governance and Risk Management Standards

• Annual review of framework by NHS QIS


QAF Coordinating Group and

Evaluation PanelRepresentation:

• NES• NHS QIS• Clinical Governance• eHealth• Workforce Development• Organisational Development• Peer service providers – Scotland or UK


Next steps (1)

Establish:

– Coordinating Group– Peer Support Network


Next steps (2)

• Implementation from November 2007

• Link with next round of monitoring for Clinical Governance and Risk Management Standards – 2010-2011

• Submit Self-Assessments and Action Plans to Coordinating Group by May-July 2008

• Implement Action Plans August 2008-September 2009

• Compile reports and evidence portfolios October 2009-March 2010


Quality Assurance Framework for

Knowledge Services Supporting NHSScotland

From Idea to Actuality


Key Challenges

Dynamic proactive wide -ranging consultation process in place – ongoing analysis and evaluation informs strategic and service planning

A3. Measurable impact on health service

Leadership

A1. Analysis and Planning

B. Resources

C. User Support

E. Enabling staff

A2. Implementation

A3. Monitoring

Innovation

Robust monitoring and evaluation processes in place linking to strategy and implementation planning

Strong strategically focussed led service

Increased usage of services and e-library; interaction and joint working with key stakeholders to support decision making and strategic planning

Commitment to the provision of essential services and resources relevant to all user categories and disciplines. Proactive collection management policy; review and evaluation process to determine user needs links into service planning

D. Partnership

Evaluated programme of outreach and user training in place and regularly updated to meet changing e -Library developments and user needs

Clear commitment to develop library staff individually and library team to deliver resources effectively; customer care and team building training; training needs analysis, PDPs, Training logs, linked to overall Learning Plan and measurable impact

Proven track record at both local and national level. Cross sectoral working with other organisations and local authorities. Sharing of expertise, resources and strategic service planning with AU and RGU Shared resource Centre Dr Gray’s

Detailed robust implementation plan in place linked to M&R process and strategic development

Commitment to innovation to improve service delivery. Joint NHS/HE Clinical Librarian posts. Innovative partnership with IM&T and the e-health Learning team.


QAF – NHS 24

Background NHS 24

Two submissions NHS 24 Knowledge Management Team Submission

NHS 24’s Health Information Service


QAF – NHS 24

ChallengingTime commitmentStaffingThinking out of the boxStretchingMade us look at how we impact on patientcare


QAF – NHS 24

Lessons Learned

Found the action plan central to keeping us on track

Used evidence tracker spreadsheet to keep track of evidence invaluable

Need to keep up with deadlines

Draw on peer support


QAF – NHS 24

QAF/QIS

Presents opportunity to be assessed along with clinical services and to be valued as an integral part of patient care

Will lead to a minimum standard for Knowledge Services across the NHS


QAF – NHS 24

Reflections

QAF powerful ‘catalyst for change’

Powerful ‘bargaining’ tool

Encouraged us raise our game!

Raises profile of the service

Opportunity to be peer reviewed/and quality assured

Delivering Knowledge for Health NHSScotland Knowledge Services: Evolving National Perspectives Dr...

Documents

Transcript of Delivering Knowledge for Health NHSScotland Knowledge Services: Evolving National Perspectives Dr...