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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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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