Evaluation of the Second Phase of the Q Initiative 2016&amp;ndash;2020: Interim Report

Ling, Tom; Stewart, Katherine; Garrod, Bryn; Hocking, Lucy; Newbould, Jennifer; Gendronneau, Cloé

doi:10.7249/rr2324

Cited by 4 publications

(50 citation statements)

References 4 publications

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“…The second phase of the evaluation took place from 2016 to 2020. A report of the interim findings of the second phase evaluation was published in 2018 (Ling et al, 2018). The present report was written in January 2020 and thus the data and findings are related to the context of Q at that time.…”

Section: IIImentioning

confidence: 85%

“…Summary recommendations 6.7.Strengthening the contribution of improvers to UK health and care; a judgementAn outline of how we reference the data collected throughout this evaluation can be found in Table 2 in Section 1.2.2. This quote was previously published in the interim evaluation report (Ling et al, 2018).…”

mentioning

confidence: 90%

“…An outline of how we reference the data collected throughout this evaluation can be found in Table 2 in Section 1.2.2. This quote was previously published in the interim evaluation report (Ling et al, 2018).…”

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confidence: 90%

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Strengthening the contribution of improvers to UK health and care? An evaluation of the Q Initiative 2016–2020

Hocking¹,

Newbould²,

Parkinson³

et al. 2020

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VIStrengthening the contribution of improvers to UK health and care? What do Q members do?The number and type of resources and activities offered through Q have expanded over the years and includes both virtual and face-to-face opportunities for engagement. These are largely viewed in a positive light by members, who report that they find them useful in their improvement work. However, itThis reflects the activities and resources available as of January 2020. The date when each activity was launched can be found in Figure 2.2 Lean methodology was originally created in the manufacturing industry in the 1950s to introduce mechanisms to reduce waste. The approach has since developed over time and has been applied to other sectors, including healthcare, as a way of optimising efficiency while reducing waste. More information can be found here: https://leankit.com/learn/lean/lean-methodology/ is important to note that members value not only the activities and resources on offer but also the relationships and mutual learning that underpins the design of Q. In addition to engaging with each other in less formal settings, members can expect to engage with at least some of the following organised activities:Box 1: Resources and activities offered through Q 1Member Directory: An online directory of all Q members which can be filtered by area of interest and location. Members can message Q members through this website.Randomised Coffee Trials (RCTs): RCTs offer Q members the opportunity to be randomly paired with another Q member to discuss (in person or remotely) ongoing projects or other areas of interest.Events: Q events can be on a national, regional or local level for all Q members or for those with specific interests. Annual national events are held that are open to all Q members and take place in various locations across the UK. Events are also held at a local and regional level, organised by Q members and often focusing on a particular topic and/or have a keynote speaker who is a recognised individual working in improvement. Q Visits:These are visits to healthcare and non-healthcare organisations to provide Q members with insights into quality improvement and learning approaches that are being used elsewhere. Themes have included co-design, Lean methodology 2 and Improving Joy in Work. Q visits have taken various forms to date, including immersive visits, study days, open days and workshops, and have included visits to organisations such as GlaxoSmithKline, Prostate Cancer UK, the Sheffield Flow Coaching Academy (FCA) and Jaguar (The Health Foundation, 2019g). VII Q Communications:There is a range of communications activities to share news and other relevant information to members from the Q team at the Health Foundation. For example, monthly Q-municate newsletters distributed to members via email to provide updates on Q, such as upcoming events, and share information on the improvement work members have been involved with. Q also has a strong presence on Twitter, in which 16,000 people follow the Q account. Webinar...

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Section: IIImentioning

confidence: 85%

mentioning

confidence: 90%

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Strengthening the contribution of improvers to UK health and care? An evaluation of the Q Initiative 2016–2020

Hocking¹,

Newbould²,

Parkinson³

et al. 2020

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“…Organised communities of practice can also support the sharing of information and collaborative improvement activities. 24 , 25 On a wider scale, social movements – comprising of collective actions – are spread at much higher rates and shape cultures across a wide range of contexts. Large-scale change through collective power can stem from individual and united needs to challenge the status quo and push established boundaries to improve the lives of people, communities and nations.…”

Section: Making Change Happenmentioning

confidence: 99%

Circumnavigating the world of quality and patient safety: a compendium of highlights and perspectives

El-Farargy

2020

Scott Med J

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Background In the UK, estimates suggest that approximately 10% of hospital admissions and 1–2% of primary care consultations result in some sort of adverse event. Globally, medication errors cost approximately US$42 billion annually, and 15% of total health spending in Organisation for Economic Cooperation and Development countries is used to deal with adverse events. Method Stemming from the Glasgow 2019 British Medical Journal and Institute for Healthcare Improvement International Forum on Quality and Safety in Healthcare (‘People Make Change’), a review of workforce characteristics, the psychology of change and design thinking in healthcare is presented. The concept of personalised care is also discussed. Conclusion In the last decade, the National Health Service in Scotland has undergone major reform around the integration of health and social care. In tandem with this, there have been a range of national initiatives to support patient safety and quality improvement. Moving forward, there is an increasing realisation of how service design, digital technologies and a national digitised infrastructure can improve services. Implications highlight the role of workforce development and in embedding design thinking in service organisation. This review article therefore presents an anthology of highlights and perspectives in improving healthcare quality and patient safety.

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“…One example is the Q initiative, which aims connect people working in quality improvement across the healthcare system throughout the UK, to make it easier for them to share ideas, enhance their skills, and in doing so help bring about a change that benefits patients. An interim evaluation of this initiative highlighted the importance of achieving effective and coherent governance and leadership arrangements for a large and dispersed community without compromising its bottom-up and member-led ethos, and of sustaining the infrastructure that can support a large and continuously evolving improvement community [105]. Efforts to learn from past experiences are already translating into the design of new improvement programmes.…”

Section: Future Research Could Also Help Inform the Design Of Nationa...mentioning

confidence: 99%

What influences improvement processes in healthcare? A rapid evidence review

Ali¹,

Altenhofer²,

Gloinson³

et al. 2020

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R® is a registered trademark.RAND Europe is a not-for-profit research organisation that helps to improve policy and decision making through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors. Limited Print and Electronic Distribution RightsThis document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute Profile of the reviewed literatureKey features of the body of literature included in this review are summarised below (further detail is available in Section 3 of the report):• Types of publications and sources of evidence. We identified 54 information sources that were eligible for inclusion, comprising 38 academic publications and 16 grey literature publications.Box 5: What matters: key messages and insights related to patient and public involvement, engagement and participation in improving healthcare quality

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Evaluation of the Second Phase of the Q Initiative 2016–2020: Interim Report

Cited by 4 publications

References 4 publications

Strengthening the contribution of improvers to UK health and care? An evaluation of the Q Initiative 2016–2020

Strengthening the contribution of improvers to UK health and care? An evaluation of the Q Initiative 2016–2020

Circumnavigating the world of quality and patient safety: a compendium of highlights and perspectives

What influences improvement processes in healthcare? A rapid evidence review

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Evaluation of the Second Phase of the Q Initiative 2016&ndash;2020: Interim Report

Cited by 4 publications

References 4 publications

Strengthening the contribution of improvers to UK health and care? An evaluation of the Q Initiative 2016&ndash;2020

Strengthening the contribution of improvers to UK health and care? An evaluation of the Q Initiative 2016&ndash;2020

Circumnavigating the world of quality and patient safety: a compendium of highlights and perspectives

What influences improvement processes in healthcare? A rapid evidence review

Contact Info

Product

Resources

About

Evaluation of the Second Phase of the Q Initiative 2016–2020: Interim Report

Strengthening the contribution of improvers to UK health and care? An evaluation of the Q Initiative 2016–2020

Strengthening the contribution of improvers to UK health and care? An evaluation of the Q Initiative 2016–2020