Improving clinical audit from 2013 onwards February 2013 Robin Burgess, CEO, HQIP

1. Improving clinical audit from 2013 onwards February 2013 Robin Burgess, CEO, HQIP

2. HQIP… • is a partnership led by clinicians and patients • has a proven track record of delivering support on clinical audit • is fully grounded in the NHS and social care through our staff, board and stakeholders • has capacity to reach clinicians in a unique way through its organisational partners

3. Our sole purpose… … is to change and improve the quality of health and social care services: - through application and promotion of proven and effective quality improvement methods

4. 2008-2012: Our experience in support of clinical audit and enquiries • We created an improvement programme in 2008, defining its strategy and content • We have constantly improved the programme, through listening to feedback and making changes • We have taken on new work and made this successful – e.g. CORP • We have consulted and engaged stakeholders throughout and made significant progress in the improvement and promotion of audit • We now have a further period in a similar contract role

5. 2013 – 2016: Six priority areas • Effective programme management • Improving quality of audit, enabling it to drive quality improvement and outcomes • Improving provider and clinician use and management of audit • Driving awareness of the value and utility of clinical audit to key audiences • Use of audit by regulators and commissioners • Improving our board ’s contribution to delivery

6. 1. Effective programme management Improving the national audit programme: activity includes: • Reviewing every national audit, including non-funded ones, for quality and value against an agreed assessment framework • Reviewing and standardising project outputs and data items against common data standards • Achieve greater transparency and use of data, including surgeon level data • Achieving audits more likely to drive change through better design and communication • Working in partnership with Imperial College CHIR to achieve all of the above

7. 2. Improving quality of audit, enabling it to drive quality improvement and outcomes • Address local and national audit quality; • National audit as said in 1), including support for better methodology from CHIR and emphasis on communication and implementation of NCA findings • More training and practical tools for audit practice • More focus on linkage of audit at local level to other QI systems and structures • More best practice examples and investment in new ideas for experimentation • Further develop patient engagement in audit

8. 3. Improving provider and clinician use and management of audit • Post Francis, a crucial need to improve joint manager/clinician governance and use of audit • Key role for HQIP’s new Medical Director • Greater involvement of HQIP’s board level partners in colleges, and with FML • Close working with provider support bodies, including NHS Confederation • Revalidation a useful driver

9. 4. Driving awareness of the value and utility of clinical audit to key audiences • Major communications role with people previously ‘blind’ to audit – managers, clinicians, media, general public, commissioners, on the back of drivers like Francis • Creating attention for audit through media, communications, promotion, audit champions, colleges, networks

10. 5. Use of audit by regulators and commissioners • Post Francis role of regulators must include better use of audit findings – existing excellent links with CQC • Commissioners need focused attention and we will work with and through support bodies to channel need to utilise audit in contracts, offer training etc

11. 6. Improving our board ’s contribution to delivery • Royal Colleges and National Voices recognise they need to do more, as they are useful channels of support and communication that have not been effectively used. From this year they will play a more active role.

12. Social Care • Separate contract with Department of Health to promote audit in social care. • Working in partnership with SCIE • Key outputs are new manual on audit in social care and template (with standards) to enable standardised audit of dementia across England and benchmark quality of care

13. Guidance, training and support for local audit

14. Guidance

15. Training

16. Support

17. Improving national audit

18. Professor Derek Bell Professor Neena Modi Professor Azeem Majeed Professor Rifat Atun Centre for Healthcare Improvement and Research at Imperial College, London

19. Developing the methodology for national clinical audit

20. Developing the methodology for national clinical audit

21. Developing the methodology for national clinical audit

22. Developing the methodology for national clinical audit

23. Written guidance On-line information Face to face support Developing the methodology for national clinical audit

24. Service integration • HQIP’s desired business model will offer one consistent, integrated service across local and national audits • This will offer economic and leadership benefits, as well as greater staff capacity • It will offer a unified face to the national and local stakeholders that we are the national centre for clinical audit

25. Value of integrated delivery COMMISSION AND MANAGE THE NCAPOP (Including CHIR) GUIDANCE AND SUPPORT FOR LOCAL AUDIT Helping clinical partners/Truststo carry out QI NATIONAL PORTFOLIO LOCAL PORTFOLIOS LOCAL QUALITY IMPROVEMENT ACTIVITIES IMPROVED PATIENT OUTCOMES, EXPERIENCE AND SAFETY

26. What will be different in this new contract • Increased focus on quality improvement outcomes • Partnership with an academic centre (CHIR) and social care organisation (SCIE) • Greater clinical capacity • Stronger links between local and national teams to support customer needs • More visibility at local level and more practical help and resources

27. Thank you and questions