1. Building Capacity for Quality Improvement A National Approach
Shona Cowan
NHS Education for Scotland
Quality Improvement Education Programme Manager

2. NHS Scotland: Education and Training Landscape
Key programmes over the last few years:
IST Collaboratives such as 18 Weeks RTT, Mental Health Collaborative
IHI: SPSP Programme; SPSP Fellows; Improvement Advisors
Releasing Time to Care
Lean Transformation Programme
Brought resources in the form of:
Funding of external technical expertise eg IHI, GE
Service Improvement posts
Training and development resources
Importantly……
Capacity building in quality improvement was a by-product of achieving programme aims

3. “Quality Improvement”
The combined and unceasing efforts of everyone – healthcare professionals, patients and their families, researchers, payers, planners, administrators, educators – to make changes that will lead to better patient outcome, better system performance, and better professional development.
Batalden P, Davidoff F. Qual. Saf. Health Care 2007;16;2-3

4. Quality Strategy Key Drivers QI Education Programme Drivers
Examples of QI Programme Activities
Person-centred care
Mutually beneficial partnerships between patients, families and those delivering healthcare services, which respect individual needs and values and demonstrate compassion, continuity, clear communication and shared decision making.
Build sustainable approaches to QI
Integrate and develop capacity
Deliver access to knowledge easily and effectively
- Developing a QI curriculum/skills framework for all staff which links to KSF and SCQF frameworks
-Develop targeted learning resources and tools
Safe Care
There will be no avoidable injury or harm to people from healthcare support or advice they receive, and an appropriate clean and safe environment will be provided for the delivery of healthcare services at all times.
- Identifying and building on existing learning resources and expertise
- Board on Board development
- Supporting the development of local and national quality improvement communities of practice through the Hub
Aim: Scotland as a world leader in healthcare quality
Effective care
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.
- Enable nation-wide access to QI resources t through knowledge management infrastructure

5. Quality Improvement Workforce Development Model
LEAD
BOARDS
COMPETENCIES/ e.g. links to KSF
PRACTITIONER
NHS STAFF (ALL)
- Frontline teams focus
National
Enable
Leadership Programmes
Local
Enable
Quality Measure (High Level Strategy)
Enable
Knowledge Portal for QI
Enable
Educational Providers/Commissioning

6. Quality Improvement Curriculum Model1 2 5 3 4
Learning Outcomes:
Foundation Practitioner
Lead
Board
Quality Improvement Learning Journey
ORGANISATIONAL CULTURE AND CONTEXT
VALUE OF QI
PLANNING IMPROVEMENT
TESTING AND IMPLEMENTING IMPROVEMENT
SUSTAINING IMPROVEMENT
Content and Learning Activities
Stage Learning Outcomes: F, P, L, B

7. The Scottish Quality Improvement Curriculum
Key Subject Content
LEARNING OUTCOMES
Foundation
Practitioner
Lead
Board
VALUE OF QI
HC Policy and Strategy
Science of Improvement
General principles
Systems/processes
Patient-centred care
Complex adaptive systems
Reflecting on practice
Learning for QI
QI framework
Resources
Knowledge Management
PLANNING IMPROVEMENT
Systems and Processes
Organising information
Measurement for QI
Data collection
Setting baselines
Data sampling
Leadership for QI
Human dimension of change
Planning for sustainability
Evaluation framework
TESTING AND IMPLEMENTING IMPROVEMENT
Project Management
Reporting progress
Data analysis
Data interpretation
Data presentation
Human dimensions of change
Supporting teamwork
Communication
Change management
SUSTAINING IMPROVEMENT
Evaluation
Return on Investment
Embedding QI
Business case for QI
Knowledge dissemination
Education and Mentoring 5
ORGANISATION CULTURE AND CONTEXT
Our purpose
Our values
Our responsibilities
HC systems and processes
Our stakeholders
Patients
Carers
Staff 1 2 3 4 F P L B
Learning Outcomes
SERVICE IMPROVEMENT

8. Role Description: Lead Practitioner Group
Promote quality improvement at a strategic level within the organisation
Lead and support the delivery of high quality healthcare improvement within their workplace
Support the integration of quality improvement projects at all levels in the organisation
Advance innovative and new applications of health care improvement science in the workplace
Support the development of other practitioners in quality improvement science
Provide a potential resource to the Scottish Quality Improvement Hub
Contribute to shared learning from the implementation of quality improvement projects
NHS STAFF (ALL)
- Frontline teams focus
PRACTITIONER
LEAD
COMPETENCIES/ e.g. links to KSF

9. Quality Improvement Sample Learning Journey Lead Practitioner Level
LEARNING OUTCOMES
Foundation
Practitioner
Lead
Board
VALUE OF QI
HC Policy and Strategy
Science of Improvement
General principles
Systems/processes
Patient-centred care
Complex adaptive systems
Reflecting on practice
Learning for QI
QI framework
Resources
Knowledge Management
PLANNING IMPROVEMENT
Systems and Processes
Organising information
Measurement for QI
Data collection
Setting baselines
Data sampling
Leadership for QI
Human dimension of change
Planning for sustainability
Evaluation framework
TESTING AND IMPLEMENTING IMPROVEMENT
Project Management
Reporting progress
Data analysis
Data interpretation
Data presentation
Human dimensions of change
Supporting teamwork
Communication
Change management
SUSTAINING IMPROVEMENT
Evaluation
Return on Investment
Embedding QI
Business case for QI
Knowledge dissemination
Education and Mentoring 5
ORGANISATION CULTURE AND CONTEXT
Our purpose
Our values
Our responsibilities
HC systems and processes
Our stakeholders
Patients
Carers
Staff
Learning Outcomes 1 2 3 4
SERVICE IMPROVEMENT F P L B

10. Lead Final Learning Outcomes
utilise broad and deep knowledge of QI theories and methodologies to lead and support service improvement in healthcare;
apply deep understanding of relevant theories and professional practice to lead and support organisational change for the improvement of services;
advance understanding of the application of QI science to improve services;
critically appraise merits and limitations of QI methodologies in a healthcare context;
design, manage and facilitate QI projects;
coach and mentor colleagues in QI implementation;
engage with multi-disciplinary teams to deliver improvement of services;
influence strategy and policy development which champions and incorporates QI;
critically reflect on own role, capabilities and development needs for leading QI;
promote and demonstrate a collaborative approach to delivering QI;
promote and defend the value of data collection and analysis for improving services.

11. Next Steps Confirm learner journey and subject approach
Map tools and resources to framework
Identify potential educational delivery modes
Commission targeted learning resources
Explicit links to KSF and SCQF
Develop self assessment tool – e-portfolio