- Views on NHS IMPACT (NHS England's newly launched quality improvement programme, Improving Patient Care Together) were mixed. Nearly 3 in 10 trust leaders (29%) agreed (25%) or strongly agreed (4%) that NHS IMPACT has been helpful in ensuring a focus on quality improvement. 42% neither agreed nor disagreed, whereas just over a quarter (26%) disagreed (16%) or strongly disagreed (10%).
- However, about nine in 10 trust leaders (89%) agreed (58%) or strongly agreed (31%) that their trust board is prioritising a focus on quality improvement and trust-wide improvement programmes. 8% neither agreed nor disagreed, and 3% disagreed.
- When asked whether their trust board is prioritising a focus on tackling health inequalities, seven out of 10 trust leaders (70%) agreed (58%) or strongly agreed (12%). 23% neither agreed nor disagreed, and 6% disagreed.
- Over eight in 10 trust leaders (86%) agreed (48%) or strongly agreed (38%) that their trust board is prioritising a clear focus on promoting race equality and tackling discrimination. This is the highest proportion of trust leaders strongly agreeing to these statements. 11% neither agreed nor disagreed and 3% disagreed.
- When asked about whether their trust board has a strong focus on digital innovation, about seven out of 10 trust leaders (71%) agreed (59%) or strongly agreed (12%), whereas 19% neither agreed nor disagreed. 9% disagreed and 1% strongly disagreed.
Examples of innovation or improvement within trusts or system(s)
Respondents provided a range of examples of innovation or improvement from within their trusts.
Digital:
- One trust's use of digital innovation was the digital preoperative assessment, which has helped minimise cancellations, did not attends (DNAs) and helps ensure patients are fit for surgery.
Equality, diversity and inclusion:
- Regarding equality, diversity, and inclusion (EDI), one respondent highlighted their EDI programme 'Together Against Racism' across a group model, which is helping to catalyse a focus on inclusivity.
Health inequalities:
- In terms of health inequalities, a respondent gave the example of their 'families matter' initiative and 'super Saturdays' including outreach into ethnically diverse communities.
Patient flow:
- One respondent gave the example of using the Home First model to improve patient flow in mental health services. This is a transitional discharge model which supports patient flow and provides up to six weeks post discharge occupational therapy intervention to support earlier and/or safer discharge. Another example where trusts are working to improve patient flow is the rapid access to neurology assessment (RANA). This allows patients who have neurological conditions in general A&Es to be given an appointment to an assessment within the hospital within a short timeframe which is taking pressure off acute partners' medical assessment unit (MAU) beds. Another respondent also highlighted a discharge programme led by Virgina Mason Institute (VMI) and supported by the SASH+ kaizen, which has delivered huge improvements in the discharge pathway.
- Other examples include reciprocal mentoring, dementia training using virtual reality, a successful and recognised quality improvement team and a lead provider model for mental health and learning disabilities.