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Implementing clinical guidelines – a view from the field
Steve Sparks
Associate Director NICE Field Team
The role of NICE
• To identify good clinical, public
health and social care practice using the
best available evidence
• To help resolve uncertainty for
the public, service users,
professionals and practitioners
• To reduce variation in the availability and
quality of practice and care
Core principles of all NICE guidance
• Comprehensive evidence base
• Expert input
• Patient and carer involvement
• Independent advisory
committees
• Genuine consultation
• Regular review
• Open and transparent
process.
Guidance from NICE
“… an expanded role for NICE
extending its remit into social care”
• April 2013
• Adults and children
• Still NICE but…….. ‘care excellence’
• Non NHS body and set in legislation
• New Chair
The NICE Implementation Strategy
• Developing a supportive
environment
– Key partners
– Education initiatives
• Practical tools
• Evaluation
Main barriers to implementation
• Lack of trust in
guidance
• Lack of organisational
support - structures
and processes
• Resources (or lack of
them)
• Poor knowledge of
support from NICE
Principles of implementation
Evidence and experience shows that there are six key
components to a successful implementation process:
– board support and clear leadership
– provision of a dedicated resource (a NICE manager)
– support from a multidisciplinary team
– a systematic approach to financial planning
– a systematic approach to implementing guidance
– a process to evaluate uptake and feedback.
The organisation’s approach to meeting these
components should be clearly stated in an
implementation policy. This should be agreed across the
organisation or health community and approved by the
boards of the organisations involved.
NICE Field Team
• Implementation Consultants
• Team of 7 aligned to NHS CB
regions
• 1 in Northern Ireland
• Responsible for a
geographical territory
• Field based
• Provide local connectivity
What we offer……
• Support organisations to use/ implement NICE
guidance, advice and standards
• Strategic advice on implementation and context
advice for senior management teams
• Promote awareness and understanding of the
entire range of NICE outputs
• Problem solving, by sharing learning across
organisations
• Advice on how to use and access NICE
implementation support resources, NICE
pathways, NICE Evidence etc
• Opportunity to feed back to NICE on local issues,
ideas and suggestions for improvement
• Facilitate stakeholder engagement with NICE
NICE to know …
• We facilitate and support good practice – we don’t judge
• We will meet with anyone from providers and commissioners
of NHS and social care services at their request
• National, regional and local speaker for NICE
• Lead on specific projects that deliver benefit to NICE and our
partners - often national focus
• Provide regular feedback to NICE on our findings in the field,
with recommendations for action
• Unable to work with individual pharma/medtech companies:
conversations are via ABPI/ABHI
• Evolving our support offer to meet needs in the changing
environment.
Who we will engage with 2013/14
April May June July August September October November December January February March
Primary Care Provision
Community Trusts and Ambulance services
AHSN Areas for collaboration
Social Care: Adults
Acute and Mental Health Trusts
Local Authorities and Directors of Public Health
Health & Wellbeing Boards
Clinical Commissioning Groups
Local Area Teams
Strategic Clinical Networks
and Clinical Senates
Social Care: Children
Academic Health Science
Networks
Public Health England
April May June July August September October November December January February March
Primary Care Provision
Community Trusts and Ambulance services
AHSN Areas for collaboration
Social Care: Adults
Acute and Mental Health Trusts
Local Authorities and Directors of Public Health
Health & Wellbeing Boards
Clinical Commissioning Groups
Local Area Teams
Strategic Clinical Networks
and Clinical Senates
Social Care: Children
Academic Health Science
Networks
Public Health England
• Horizon scanning
– Forward planner
• A systematic approach
– Into practice guides
– How to guides
• Measuring progress and achievements
– Baseline assessment, audit tools
– Quality standards indicators and measures
• Building a business case
– Costing tools
– Commissioning tools
Practical support
• Sharing success
– Shared learning database and awards
– QIPP database
• Learning support
– Slide sets and clinical case scenarios
– BMJ online learning modules
– Podcasts
• Field Team!
Practical support
IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia)
Feedback
• Monthly report for implementation
programme director
• Quarterly reports to each centre and
directorate
• Quarterly report to Senior Management
Team
• Annual report to board
Evaluation
• Ad hoc surveys of specific campaigns
• Full review 2010 and 2013
• 2013 survey
– 18 telephone interviews
– 10 internal interviews
– 500 email surveys
Success criteria 2013-14
Challenges and opportunities
• Managing internal expectations
• Managing external expectations
• Managing a remote work force
• Balancing workload
• Demonstrating impact
Staying in touch
• Sign up for the NICE News
• Log on to the website and register
your details at www.nice.org.uk
• Email steve.sparks@nice.org.uk

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IMPLEMENTACIÓN DE GUÍAS DE PRÁCTICA CLÍNICA. LA EXPERIENCIA DEL NICE (Reino Unido, videoconferencia)

  • 1. Implementing clinical guidelines – a view from the field Steve Sparks Associate Director NICE Field Team
  • 2. The role of NICE • To identify good clinical, public health and social care practice using the best available evidence • To help resolve uncertainty for the public, service users, professionals and practitioners • To reduce variation in the availability and quality of practice and care
  • 3. Core principles of all NICE guidance • Comprehensive evidence base • Expert input • Patient and carer involvement • Independent advisory committees • Genuine consultation • Regular review • Open and transparent process.
  • 5. “… an expanded role for NICE extending its remit into social care” • April 2013 • Adults and children • Still NICE but…….. ‘care excellence’ • Non NHS body and set in legislation • New Chair
  • 6. The NICE Implementation Strategy • Developing a supportive environment – Key partners – Education initiatives • Practical tools • Evaluation
  • 7. Main barriers to implementation • Lack of trust in guidance • Lack of organisational support - structures and processes • Resources (or lack of them) • Poor knowledge of support from NICE
  • 8. Principles of implementation Evidence and experience shows that there are six key components to a successful implementation process: – board support and clear leadership – provision of a dedicated resource (a NICE manager) – support from a multidisciplinary team – a systematic approach to financial planning – a systematic approach to implementing guidance – a process to evaluate uptake and feedback. The organisation’s approach to meeting these components should be clearly stated in an implementation policy. This should be agreed across the organisation or health community and approved by the boards of the organisations involved.
  • 9. NICE Field Team • Implementation Consultants • Team of 7 aligned to NHS CB regions • 1 in Northern Ireland • Responsible for a geographical territory • Field based • Provide local connectivity
  • 10. What we offer…… • Support organisations to use/ implement NICE guidance, advice and standards • Strategic advice on implementation and context advice for senior management teams • Promote awareness and understanding of the entire range of NICE outputs • Problem solving, by sharing learning across organisations • Advice on how to use and access NICE implementation support resources, NICE pathways, NICE Evidence etc • Opportunity to feed back to NICE on local issues, ideas and suggestions for improvement • Facilitate stakeholder engagement with NICE
  • 11. NICE to know … • We facilitate and support good practice – we don’t judge • We will meet with anyone from providers and commissioners of NHS and social care services at their request • National, regional and local speaker for NICE • Lead on specific projects that deliver benefit to NICE and our partners - often national focus • Provide regular feedback to NICE on our findings in the field, with recommendations for action • Unable to work with individual pharma/medtech companies: conversations are via ABPI/ABHI • Evolving our support offer to meet needs in the changing environment.
  • 12. Who we will engage with 2013/14 April May June July August September October November December January February March Primary Care Provision Community Trusts and Ambulance services AHSN Areas for collaboration Social Care: Adults Acute and Mental Health Trusts Local Authorities and Directors of Public Health Health & Wellbeing Boards Clinical Commissioning Groups Local Area Teams Strategic Clinical Networks and Clinical Senates Social Care: Children Academic Health Science Networks Public Health England April May June July August September October November December January February March Primary Care Provision Community Trusts and Ambulance services AHSN Areas for collaboration Social Care: Adults Acute and Mental Health Trusts Local Authorities and Directors of Public Health Health & Wellbeing Boards Clinical Commissioning Groups Local Area Teams Strategic Clinical Networks and Clinical Senates Social Care: Children Academic Health Science Networks Public Health England
  • 13. • Horizon scanning – Forward planner • A systematic approach – Into practice guides – How to guides • Measuring progress and achievements – Baseline assessment, audit tools – Quality standards indicators and measures • Building a business case – Costing tools – Commissioning tools Practical support
  • 14. • Sharing success – Shared learning database and awards – QIPP database • Learning support – Slide sets and clinical case scenarios – BMJ online learning modules – Podcasts • Field Team! Practical support
  • 16. Feedback • Monthly report for implementation programme director • Quarterly reports to each centre and directorate • Quarterly report to Senior Management Team • Annual report to board
  • 17. Evaluation • Ad hoc surveys of specific campaigns • Full review 2010 and 2013 • 2013 survey – 18 telephone interviews – 10 internal interviews – 500 email surveys
  • 19. Challenges and opportunities • Managing internal expectations • Managing external expectations • Managing a remote work force • Balancing workload • Demonstrating impact
  • 20. Staying in touch • Sign up for the NICE News • Log on to the website and register your details at www.nice.org.uk • Email steve.sparks@nice.org.uk

Notes de l'éditeur

  1. Always done guidance TA and CG guidance Relevance of social care to ABPI – QS on medicines management in care homes for example, transfer of people health to social care (discharge and admission planning involves medicines)
  2. The strategy for NICE implementation involves: Effective dissemination – which increases awareness and means more guidance is read by more people and is available at the point of care Supportive environment – achieved by engaging with key partners, such as yourselves, to support understanding of the processes and methods within the implementation directorate Developing implementation tools - the tools are designed to aid better resource management and help improve business planning Tools are developed for all clinical guidelines Shared learning – this is to be achieved through examples that will be posted onto the NICE website that identify local implementation systems and strategies that will benefit others through sharing Evaluating success – in order to gain insight into implementation challenges and their solutions. National partners supporting evaluation of the uptake of NICE guidance include HCC, DH, Audit commission, pt and carer groups
  3. Local connectivity between NICE “central” and target audience we were set up to support, and between organisations in our health economies (and nationally e.g. sharing of learning) Providing people implementing NICE guidance with updates, advice and support for your local strategies for implementation
  4. Support – commissioners and providers of NHS services, local government, networks, NHSCB regional/area teams Context advice – positioning in health and social care system, alignment with commissioning and other levers etc In depth knowledge of NICE – all corners! Guidance, programmes, methodologies, resources, policy context Facilitate engagement – to pull information (NICE News), to comment on drafts, guidance development groups, F&S programme support and also to find external advice on distinct pieces of work for NICE
  5. Trusts – acute, community, mental health or combination, and ambulance Commissioners – NHSCB (regional/area team), CCGs Networks – AHSNs, SCNs, Clinical Senates, clinical, medicines management Local government – public health, adults, children, H&WBs, providers Others – Infection Prevention, SHALL, Health Education England and academic institutes