Richard Arnold Quality Framework Team
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Transcript of Richard Arnold Quality Framework Team
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Richard Arnold
Quality Framework Team
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2
Overview
1. Using the Quality Framework to systematically drive improvement
2. Aligning the tools and levers of the Quality Framework
3. NHS England – Quality Framework Team – Outputs
4. NAGG – The opportunities
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NHS Outcomes Framework
• First Mandate for NHS England published on 13th November 2012
•Sets out what the Government expects in return for handing over £95bn of tax payers money to NHS England
•The NHS Outcomes Framework sits at the heart of this Mandate and NHS England is expected to demonstrate progress across the entire framework
•In turn, the NHS Outcomes Framework sits at
the heart of NHS England’s planningguidance ‘Everyone Counts’, published inDecember 2013
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A Quality Framework to systematically drive improvement
Bring Clarity to Quality
Reward
Quality Innovate for Quality Safeguard
Quality
Leadership for quality
Driving Change and Transformation
Sustain Improvement
Understand the Evidence
Prioritise
Analyse the Problems and Opportunities
1 2 3 4
Reward Quality Reward Quality
Publish Quality
Measure Quality
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Domain Narratives
• The scale of the challenges • Where there are opportunities for
improvement – the key areas for action• How we will drive change and
transformation
Underpinned with Clinical Audits.
NHS England – Supporting Clinical Audit
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All 182 patientsAudit data
Demonstrating Quality Improvement
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Consultant level Outcome Data
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NHS England Quality Framework Team
NCAPOP Audits
Local Audits
Quality Accounts
7 Day Services
NAGG?
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NHS England – Clinical Audit – Reaching Out.
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NAGG – The future!
• What is the collective purpose?• Developing NAGGs working relationships with other
bodies, organisations and networks.• Identifying how NAGG collectively can reach out and
add value to associated bodies or networks• How can NAGG raise its online presence.• How can NAGG plan effectively nationally and locally?• Where and how has NAGG worked effectively in the
past and how can that be captured in the future?• How does NAGG capitalise on the expertise and scope
of the membership?