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Integrated Care Pathways ICPs

Overview. BackgroundWhat are ICPsNHS QIS Work ProgrammeResults of scoping exercise. Integrated Care Pathways . A way to compare planned care with care actually given. Kerr report (2005).

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Integrated Care Pathways ICPs

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    1. Integrated Care Pathways (ICPs) Ali El-Ghorr Rosie Cameron www.nhshealthquality.org

    2. Overview Background What are ICPs NHS QIS Work Programme Results of scoping exercise

    3. Integrated Care Pathways

    7. Definition

    8. Key Features Multidisciplinary / multi-agency Part of the clinical record Defined beginning and end Evidence based and best practice Service user focused Measurable outcomes Record and act on variation from ICP

    9. How QIS ICP Project will operate

    11. Toolkit for ICP development

    12. Timeline

    13. Implementation Clinical Leadership Management support Whole system acceptance Reduced duplication of records Ease of use One person responsible for each ICP Simple variation tracking Continued education programme

    15. Local Board

    16. Local Board

    29. ICP Scoping Visits

    30. Scoping Visits 15 visits to all NHS Board areas in April/May 06 Scoping questionnaire sent out to each board area prior to visit Visit objectives Follow up to questionnaire Meet key people Discuss additional aspects of ICP development Learn from peoples experience to date

    31. Key Findings 14/15 NHS Board areas had done some work on what they perceived as ICPs 1 NHS Board area had systems and processes in place that could be easily developed into an ICP

    32. What ICPs have they done? Admission/discharge- 11 Perinatal- 8 Schizophrenia- 4 Depression- 3 Rehab- 2 Early Intervention- 2 Forensic- 3 Personality Disorder- 1 Transfer- 3 Detox- 2 Falls management- 1 ECT- 1 Generic Process ICP- 3 Dementia- 2

    33. Key Issues Variation analysis Issues re development and implementation process Key Challenges and messages given

    34. Variation Analysis A variety of variance recording tools Few examples of variance information feeding service development Many had no variance analysis at all Some used access databases 1 had IT system fully operational Several had paper based forms

    35. Development and Implementation issues 8/15 boards had identified ICP people Mostly it was part time or part of a wider remit Very few had an ICP strategy Lack of commitment at corporate level Resource intensive system to develop ICPs Most success was dependent on enthusiastic individuals Very little evidence of IT support or systems Development was successful but implementation and ongoing review was difficult.

    36. Conclusions ICPs a tool for continuous improvement Ambitious programme Short timescale NHS Boards required to deliver ICPs NHS QIS working in partnership with Boards

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