Proving the worth of our leg ulcer services.
It is one thing to implement a best in class clinical service, but it’s another to accurately demonstrate it. We must be able to record the effectiveness as well as areas of improvement. With the upcoming CCG-14 CQUIN along with the published National Wound Care Strategy Group guidelines and recommendations, it is so important we can prove results from our leg ulcer services. Some great national examples of this exist already, however more can be done.
Read this top-line plan from personal experience of a service redesign through targeting data:
- Understand what operating system your Trust uses (SystmOne, Vision, EMIS etc.) and how or if reports are generated. Who reports on current CQUIN’s and who is your commissioner for CQUIN delivery?
- Clinical coding is not new, however the way we use this could improve our understanding. Many elements of our documentation are or could be coded to help populate an analytical script. Do you have a digital lead or template designer in the Trust? Where is the Trust Business Information Unit and who is the Trust Information Analyst?
- Undertake a service level audit and gap analysis. In my experience a service level audit examined criteria from four work-streams ‘The Patient’, ‘Education’, ‘Documentation’ and the ‘Clinical Infrastructure’. This includes clinical governance, practice, product selection and use, clinical settings and equipment. A gap analysis then compares performance data with potential or desired key performance indicators (KPI’s).
- Ensure you documentation meets the minimum data set requirements according to National Wound Care Strategy Program Lower Limb Assessment Essential Criteria (LLAEC). The LLAEC has been compiled using all the criteria from the NHSE Leading Change Adding Value Framework Minimum Data Set 1 and the assessment criteria from the SIGN Guideline for Venous Leg Ulcers.
- Collate all gathered information including change indicators, unknown factors and areas of success and populate a project management chart (eg GANTT). This highlights a project schedule, relationships between identified activities and current schedule status. This can then be the repository of all information needed to build a business plan for a service redesign.
I hope this inspires you to believe in change… remember ‘if you always do what you always did, you will always get what you always got’ (Albert Einstein). As highlighted in ‘Industry Partnerships’ a commercial partnership can help materialise a theory into clinical practice.
For more information please contact us.