Abstract
Background
Quality Improvement (QI) methods have been used in healthcare since the late 1980s across a wide range of healthcare settings. However, in the UK they have not been applied widely within rheumatology including axial Spondyloarthritis (axial SpA). In 2017, the UK healthcare regulator, NICE, produced a national clinical guideline for axial SpA, but there was no mechanism to encourage uptake of its recommendations.
The National Axial Spondyloarthritis Society created a programme to use QI approaches to help encourage uptake of the Guidelines and act as a catalyst for wider improvement in axial SpA care.
Objectives To encourage service improvement in axial Spondyloarthritis care through the use of quality improvement theory and methods.
Methods In late 2019 six rheumatology departments were selected to participate in the first cohort. The programme design was underpinned by:
• A framework for management grounded in systems theory1
• A learning system that brings healthcare organisations together2
• A set of tools to develop, test and implement changes: the Model for Improvement3.
The teams met four times for training in QI methods, plus team-based online coaching. They had time to develop their projects and networking opportunities to share their data and experiences of implementation.
We conducted a qualitative review of the programme in year one. We interviewed 31 programme participants and reviewed programme documentation.
Results The review found that:
•A proven QI framework provides a strong basis to build improvement
•A competitive programme helps foster motivation and accountability
•The programme provides the time to use tools to understand the problem and construct improvement aims
•Measurement is key to understand improvement and to create a story of change
•Collaboration and engagement is key within the team and with other stakeholders.
The teams have:
Trained community–based physiotherapists, leading to improved rheumatology referrals
Implemented an inflammatory back pain pathway from primary care
Introduced an MRI spine IBP protocol to reduce variation in imaging
Established a tertiary referral service which has improved time to diagnosis
Implemented mental health interventions for patients and reduced the percentage of patients with abnormal scores
Established a pathway for physiotherapy self–referral and reduced Did Not Attend rates
Used audit to make the business case for an extended scope practitioner
Conclusion Despite the challenges of posed by the Covid-19 pandemic, a structured QI programme has enabled clinicians to stay engaged and implement projects to reduce diagnostic delay and improve care.
References [1]Deming WE. The new economics for industry. Government, Education, Massachusetts Institute of Technology, Cambridge, MA. 1993;1:235.
[2]Institute for Healthcare Improvement. The Breakthrough Series: IHI’s Collaborative Model for Achieving Breakthrough Improvement. IHI Innovation Series white paper. Boston: Institute for Healthcare Improvement. 2003.
[3]Langley GJ, Nolan KM, Nolan TW, Norman L, Provost LP. The improvement guide. San Francisco: Jossey–Bass. 1996.
Quality Improvement (QI) methods have been used in healthcare since the late 1980s across a wide range of healthcare settings. However, in the UK they have not been applied widely within rheumatology including axial Spondyloarthritis (axial SpA). In 2017, the UK healthcare regulator, NICE, produced a national clinical guideline for axial SpA, but there was no mechanism to encourage uptake of its recommendations.
The National Axial Spondyloarthritis Society created a programme to use QI approaches to help encourage uptake of the Guidelines and act as a catalyst for wider improvement in axial SpA care.
Objectives To encourage service improvement in axial Spondyloarthritis care through the use of quality improvement theory and methods.
Methods In late 2019 six rheumatology departments were selected to participate in the first cohort. The programme design was underpinned by:
• A framework for management grounded in systems theory1
• A learning system that brings healthcare organisations together2
• A set of tools to develop, test and implement changes: the Model for Improvement3.
The teams met four times for training in QI methods, plus team-based online coaching. They had time to develop their projects and networking opportunities to share their data and experiences of implementation.
We conducted a qualitative review of the programme in year one. We interviewed 31 programme participants and reviewed programme documentation.
Results The review found that:
•A proven QI framework provides a strong basis to build improvement
•A competitive programme helps foster motivation and accountability
•The programme provides the time to use tools to understand the problem and construct improvement aims
•Measurement is key to understand improvement and to create a story of change
•Collaboration and engagement is key within the team and with other stakeholders.
The teams have:
Trained community–based physiotherapists, leading to improved rheumatology referrals
Implemented an inflammatory back pain pathway from primary care
Introduced an MRI spine IBP protocol to reduce variation in imaging
Established a tertiary referral service which has improved time to diagnosis
Implemented mental health interventions for patients and reduced the percentage of patients with abnormal scores
Established a pathway for physiotherapy self–referral and reduced Did Not Attend rates
Used audit to make the business case for an extended scope practitioner
Conclusion Despite the challenges of posed by the Covid-19 pandemic, a structured QI programme has enabled clinicians to stay engaged and implement projects to reduce diagnostic delay and improve care.
References [1]Deming WE. The new economics for industry. Government, Education, Massachusetts Institute of Technology, Cambridge, MA. 1993;1:235.
[2]Institute for Healthcare Improvement. The Breakthrough Series: IHI’s Collaborative Model for Achieving Breakthrough Improvement. IHI Innovation Series white paper. Boston: Institute for Healthcare Improvement. 2003.
[3]Langley GJ, Nolan KM, Nolan TW, Norman L, Provost LP. The improvement guide. San Francisco: Jossey–Bass. 1996.
Original language | English |
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Pages (from-to) | 262-263 |
Number of pages | 2 |
Journal | Annals of the Rheumatic Diseases |
Volume | 81 |
Issue number | Suppl. 1 |
Early online date | 23 May 2022 |
DOIs | |
Publication status | Published - 23 May 2022 |