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Scottish Improvement Skills Quality improvement and why it matters

Scottish Improvement Skills Quality improvement and why it matters. Quality Improvement and why it matters. By the end of this session you will be able to: outline the policy context for Quality Improvement in Scotland describe how your improvement project aligns with this policy context.

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Scottish Improvement Skills Quality improvement and why it matters

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  1. Scottish Improvement Skills Quality improvement and why it matters

  2. Quality Improvement and why it matters • By the end of this session you will be able to: • outline the policy context for Quality Improvement in Scotland • describe how your improvement project aligns with this policy context.

  3. NHS Scotland 20:20 Vision Our vision is that by 2020 everyone is able to live longer healthier lives at home, or in a homely setting.

  4. Route map to the 20:20 Vision

  5. Aims: To deliver the highest quality healthcare services to the people of Scotland. For NHSScotland to be recognised as world-leading in the quality of healthcare it provides.

  6. Quality Ambitions Person-centred: Mutually beneficial partnerships between patients, their families, and those delivering healthcare services which respect individual needs and values, and which demonstrate compassion, continuity, clear communication, and shared decision making. Effective:The most appropriate treatments, interventions, support, and services will be provided at the right time to everyone who will benefit, and wasteful or harmful variation will be eradicated. Safe: There will be no avoidable injury or harm to patients from healthcare they receive, and an appropriate clean and safe environment will be provided for the delivery of healthcare services at all times.

  7. Six dimensions of quality

  8. “... the Quality Strategy will be the means by which we ensure that these longer-term transformational challenges are addressed.”

  9. Transformational change A definition: • A change that is not merely an extension or improvement over the past, but astate change.  • This state change in social systems can bepersonal and/or organisational. • Achieving this state change requires altering and expanding the limiting mindset in which the individual/the organisation operates.

  10. Achieving that change • Before the fact the new level of performance envisioned is audacious. It calls for a new way to do the work with a new level of fearlessness, of innovation and collaboration. • After the fact, you will say that we have more than a large improvement, we have a different person or organization, a state-change, a transformation.

  11. William A. Foster 1941 "Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.”

  12. QI and why it matters: summary • Quality Strategy • Six dimensions of quality • 20:20 Vision • Route map to the 20:20 vision • Transformational change

  13. References and further resources • Scottish Government 2010 The Healthcare Quality Strategy for NHSScotland Edinburgh: Scottish Government • http://www.gov.scot/Publications/2010/05/10102307/0 • Scottish Government and NHS Education for Scotland 2011 2020 Vision Scottish Government • http://www.gov.scot/Topics/Health/Policy/2020-Vision • Local policy and strategy documents • eg Local delivery plan.

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