Overview: putting into practice
The purpose of EMAHSN is to “ignite innovation” by bringing together the NHS, universities, industry and social care to improve the health and wealth outcomes of the 4.6 million East Midlands residents. Putting innovation into practice involves changes in working practices, relationships between providers and users, new professional roles and identities. Putting into Practice (PIP) should therefore be considered as a social process in addition to any technical developments that occur.
How will EMAHSN achieve this?
There are 3 main pillars to the PIP approach, supported by the evidence from implementation and innovation research, see below.
Sharing evidence: SPARKLERs and SPARKs:
The literature for healthcare is vast and of varying quality and accessibility. The SPARKLER (SPreading Applied Research and Knowledge Longer Evidence Review) is an EMAHSN offer to anyone providing NHS health and Social care. They draw on a variety of evidence and are written in an accessible format to support decision making and service improvements. The unique aspect to this service is that there is emphasis not just on the literature but how it can inform the decision making process.
Strengthening PIP for existing EMAHSN projects
Establishing a robust and transparent approach to the implementation processes of the EMAHSN will maximise implementation and is also fundamental to gathering learning about the successes and challenges of PIP in the East Midlands. This is partially achieved through the Project Management system and good support from the PIP team and Project Managers. Central to this process is that all projects must have a PIP plan and be able to demonstrate an understanding of current patient pathways, implications of proposed changes, costs, commissioning arrangements and engagement with service providers. Evaluation plans must also be evident.
Rapid and robust evaluation is emerging as an important area for health and social care organisations. Increasing they are being asked to provide evidence of the deliverables and outcomes of the improvement work they do. As in implementation there is much evidence in this area but it remains a challenging activity. EMAHSN would like to provide an offer to carry out evaluation support for health and social care organisations within the East Midlands. This service has an associated cost which depends on input required but can range from one off advice, ongoing support or full evaluation. However, the EMAHSN will adopt a different approach to many other organisations carrying out evaluation. We will pay attention to developing capability within the organisation through the evaluation support provided, encouraging understanding of the principles of evaluation and guidance of how to use the results.
Bevan, H and Fairman, S. (2014), The new era of thinking and practice in change and transformation: A call to action for leaders of health and care, NHS Improving Quality, London
De Silva, D. (2014), No. 20 Spreading improvement ideas Tips from empirical research, The Health Foundation, London
NHS Improvement (2011), First steps towards quality improvement: a simple guide to improving services, http://www.slideshare.net/NHSImprovement/first-steps-towards-quality-improvement-a-simple-guide-to-improving-services
Roe, B. Rowley, E. and Seymour, A. Bridget Roe (2013) A Guide to Implementing Change – NIHR CLAHRC East Midlands
Sitton-Kent, L. (2016), EMAHSN, Implementation paper
- Download SPARKLERS
- Download SPARKS
- Download Case studies