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Implementation Planning For Implementation

It is important to recognise that a team approach to implementation is essential if the technology is to be adopted and embedded into your organisation. A systematic approach to the implementation of an Intra-Operative Breast Lymph Node Analysis service is going to be critical to ensure its long term acceptability within your Trust. Core to this is establishing a team that can locally drive forward the changes required to successfully adopt this technology. The 'How to Set up an Implementation Team document explains the key members who need to be involved in the implementation process.

However it is important to understand:

Does the Trust understand the technology and how it can make the concept of intra-operative analysis work locally?
Can the Trust identify its own potential adoption barriers and benefits at this early stage?
Is it possible to overcome these barriers and resolve them quickly with the help of this guide and can opportunities be harnessed?
Are your PCT(s) engaged? ( NTAC Project teams have developed a commissioning paper that Trusts may find useful in engaging your PCT / commissioners).

It is answering these questions and having awareness of what adoption 'on the ground' will look like, that underpins the view from NTAC and the implementation sites involved in this project which stress the importance of having available a detailed action/implementation plan.

Click here to download the Service Requirement Document (which can act as an action/implementation plan)

A timeline of tasks essential to implementing this technology can be found by clicking here.

Planning Ideals

The following principles were taken from NTAC Implementation Sites, and set the context for how implementation of this technology was taken forward locally. These principles are listed to aid in the planning for implementation phase for Trusts:

IMPROVING QUALITY AND LEVEL OF SERVICE WITHIN BREAST CANCER SERVICES. "The benefits of patient's receiving timely and efficient access to the appropriate level of care required, across all services within the Directorate and which abide by the service elements which fit best practice". NSF waiting time targets / activity targets must still be met by carrying out this project.
CLINICAL GOVERNANCE (BEST PRACTICE INTRODUCED). "The provision of a clinical environment and service that provides a platform for the delivery of high quality cancer care, which meet the standards set out by the Department of Health, NICE and other NHS based bodies". Implementation must be safe and secure, meet 'consumerism' needs where appropriate and engage in the clinical governance framework laid out by each individual Trust.
PHYSICAL ENVIRONMENT AND ACCESSIBILITY. "The technology, and the support services that are coupled with it, should be accessible as required, in an environment that is deemed fit and appropriate for the clinicians using the technology (e.g. in pathology or surgical theatres). Good access for staff will be essential". Appropriate access to technical support will also be essential.
FLEXIBILITY. "The development of this innovative shift in clinical practice capability, should respond flexibly to the required changes in clinical practice, activity and service delivery". The project / technology should accommodate changes in demand, including demographics (where the catchment area may be affected), policy and public expectations. Flexible resource use of the multidisciplinary team, to manage the changes, will be paramount.
IMPLEMENTATION. "The extent to which staff, zone and network collaboration is optimised by the new technology and accepted by the full range of stakeholders". The project / technology should facilitate functional and improved patient experiences and MDT working relationships, facilitate coordinated services and management, provide training and education for all concerned, integrate care and facilitate primary, secondary and tertiary care collaborations.