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Policy

Policy

This section has been designed to give users an overview of how implementing the non invasive cuff test into routine clinical practice meets a number of national strategies which have been designed to improve patient care and the services that patients receive. Implementation should be seen as an opportunity to improve the way services are delivered, the mechanism to implement the NICE guidance on the Management of Lower Urinary Tract Symptoms in Men and a means to overcome any perceived barriers to adoption.

However, with the implementation of most technologies the Principles of Commissioning become a crucial part in ensuring the sustainability of the technology and ensuring it remains adopted at Trust level. It is the principles of commissioning effective and efficient services that will underpin successful adoption of the technology - first by removing redundant clinical practice (or practice that will become redundant - e.g. invasive diagnostic testing) and secondly by replacing such practices with a revised model of care (e.g. invasive testing and the possible removal of unnecessary surgical procedures).

We've put together a useful table, which provides an overview of how implementation of this technology will impact on key policy areas, from its impact on quality of care, compliance with National access targets, to improving outcomes for your patients. Effective implementation of this technology will support the challenge of ensuring that the NHS continues to improve quality of care during a period in which growth in expenditure on the NHS will be restricted.

Key policy areas

The table below provides a useful overview of how introduction of the non-invasive cuff machine will affect and influence key policy areas and performance, through its impact on quality of care, compliance with National access targets, improvement in surgical outcomes and enhancement of the patient experience. Effective implementation of this technology can support the challenge of ensuring that the NHS provides a patient-centred approach with continuing improvement in the quality of care provided, despite entering a period in which growth in NHS expenditure will be restricted.

Stakeholders Policy areas affected Performance measures effected

Decision makers

  1. General Manager
  2. Directorate Manager
  3. Financial Manager
  4. Clinical Director
  5. Consultant Surgeon
  • Patient safety
  • Access targets (18-weeks)
  • Length of stay (i.e. reduces time in hospital)
  • Operating Framework - Resource management
  • Financial effectiveness
  • Length of stay
  • Compliance with access targets/cancelled operations
  • Complication/adverse incident rates
  • Hospital costs

Technology Users

  1. Consultant/Surgeon
  2. Non-consultant grade doctors
  3. Nurse practitioners
  4. Clinical Technologists
  5. Clinical Scientists
  
  • Length of stay
  • Complication rates
  • Reduction in the number of outpatient invasive pressure flow procedures

Influencers

  1. NICE
  2. BAUS
  3. British Association of Urology Nurses (BAUN)
  4. Procurement Hubs
  5. Royal College of Surgeons 6) British Journal for Urology
  6. Urology Networks
  7. The National Institute for Health Research i4i Invention for Innovation Programme
  8. UK continence Society (UKCS)
  

Influencers are interested in the following information:

  • Clinical evidence base
  • Complication rates
  • Ratio of procedures undertaken by medical staff v nurse practitioner

NHS operating framework

The operating framework is published on an annual basis and sets out the NHS priorities for the coming year. The document describes how system levers and enablers ensure that the momentum from High Quality Care for All can be maintained despite a tighter economic climate through a process which focuses on quality, innovation, productivity and prevention. It is accompanied by annexes which provide more detail on the priorities, how they are measured and how the new arrangements for managing the system will work.

Implementation of the non-invasive cuff machine has the potential to impact on the following priority areas

  • Reducing the risk of health-care associated infections
  • Improving access through achievement of the 18-week referral to treatment pledge and improving access
  • Improving quality of care and clinical outcomes
  • Improving the patient experience

To download the operating framework 2010-11: for the NHS in England - this includes Annexes A (Planning process timetable), B (Existing commitments) and C (Vital signs) (PDF, 1322K) Click here.

High Quality Care for All

This document, published in 2008, was the final report of Lord Darzi's NHS Next Stage Review. It responded to the visions of the 10 Strategic Health Authorities in England and set out the ambitious goal of putting quality at the heart of the NHS by making it its organising principle.

The report defines quality of care as clinically effective, personal and safe. The focus is on prevention, improved quality and innovation in order to the support the NHS in its drive to ensure the best possible value for money for tax payers.

The Quality Framework

The quality framework supports local clinical teams to improve the quality of care that they provide locally by:

  • Bringing clarity to quality - making it easy to access evidence about best practice by asking NICE to develop quality standards
  • Supporting clinicians to measure quality to support improvement
  • Requiring quality information to be published, making it available to the public and making it as important to NHS chief executives as it has always been for NHS staff
  • Rewarding the delivery of high quality care
  • Safeguarding basic standards through a new independent regulator, the Care Quality Commission
  • Staying ahead by ensuring that innovation in medical advances and service design is fostered and promoted
  • Recognising the role of clinicians as leaders and giving them the freedom to drive improvements in quality of care

QIPP

Click here to learn more

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