EBP Principles
EBP Principles
EBP Principles
In this guide:
Joanna Smith, Manager, Healthwatch Isle of Wight said: "In 2015, the CQC
rated many of the local care homes as inadequate. This generated some
negative press interest and along with feedback from the public, kick-started
our work to improve services. By 2017, 69% of homes received a good rating,
30% required improvement and no homes were rated as inadequate".
Liz Mouland, Chief Nurse at First Community Health and Care said: "The
culture of an organisation is crucial in ensuring that staff can innovate and test
new approaches to care in order to deliver high quality and cost-efficient
services. As an organisation rated outstanding by CQC, the board are
committed to, and encourage professional curiosity within a robust
governance framework to supporting staff to embed a continuous quality
improvement cycle".
Effective leadership
Successful change processes have strong, effective leadership. And not just at
the top; visible, proactive and inspiring leadership is seen at all levels
(individual, team, organisational and national).
Effective leaders are committed to providing safe, effective and efficient, high-
quality care and services. They build trust across organisational and
professional boundaries and with people using services. They are
compassionate, inclusive and focused on continuous improvement. This
motivates staff at every level to have high aspirations for themselves and
others. Consistent reporting on service outcomes, celebrating success and
learning from failure, all help to create an organisation that is open to change
and ready to learn.
Leaders need to create change agency: the power individually and collectively
to make a positive difference. This empowers everyone to push the boundaries
of what is possible and make change happen more quickly; transforming care
and services.
Liz Mouland, Chief Nurse at First Community Health and Care said "Every
member of our board is committed to promoting evidence-based practice.
These principles, values and behaviours are role-modelled across First
Community Health and Care and all quality improvements are shared and
celebrated across the organisation."
Emma Marcroft, Head of Patient Safety and Quality, First Community Health
and Care said: "Becoming a community interest company was an opportunity
for us to rethink. We took the opportunity to embed an open culture focused
on improving and learning. We made sure NICE was prioritised at the start and
continue to develop and refine this, supporting each other to identify gaps,
implement recommendations and measure impact".
If you want to find out more, see Jeremy Heimans and Henry Timms article
on Understanding new power. NHS England has developed a change agent
course called Change starts with me. For more on shared values see the NHS
constitution.
Working together
The most successful improvement projects are the result of working with
people with different perspectives and skills who work in the service or are
affected by the service. By co-producing a new or improved service, you build
on everyone’s experiences and make sure that any changes genuinely support
people using the service as well as staff. Ensuring opportunities to keep the
conversation going means you can shape the service as it develops.
Our guidance and standards can help to provide a common framework for co-
production.
Joanna Smith, manager, Healthwatch Isle of Wight said: "We wanted to ensure
everyone was involved in improving the service. We spoke to residents and
relatives and people working in the local authority, primary care, and care
home managers."
Emma Marcroft, Head of Patient Safety and Quality, First Community Health
and Care said: "Our biggest challenge, in developing our organisation’s focus
on NICE was ensuring ownership by all of our staff. It is important to consult
with our staff at every stage to find out what works and what doesn’t. Initially,
we were met by a lack of understanding and buy-in. A positive and open
culture which facilitates staff engagement and innovation has ensured that we
now have a robust process in place."
If you want to find out more, the Social Care Institute for Excellence’s guide on
co-production is focused on social care but could be used in other sectors.