Executive Summary
Context:
The collaborative was delivering during COVID-19. This resulted in programme hibernation for 6 months due to pressures on services and workforce absences followed by mostly virtual delivery by the National Value Management Team. Due to lack of ongoing funding, the collaborative ended 17 months early. Despite these challenges, the collaborative delivered a range of impacts.
Examples of Impact:
In participating services the Value Management Approach has provided a practical mechanism for achieving the ambition of better quality care for reduced cost. Participants highlight how it brought clinical, financial and managerial staff together, to align behind a common vision of improving quality whilst reducing costs.
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£69k |
NHS Forth Valley’s Day Medicine Unit helped patients to receive care closer to home, and also reduced the cost of its provision by £69,720. |
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20 |
Coaches trained |
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61 |
Teams using Value Management Approach |
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15% (£10,185) |
NHS Tayside catering team improved efficiency in the supply of milk at Ninewells Hospital, resulting in savings of 15% (£10,185) while ensuring that people received enough. |
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15% |
NHS Highland Easter Ross Community Mental Health team reduced referrals returned to GPs from 31% to 15% through engaging with GP practices and providing appropriate signposting information. |
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NHS Forth Valley Adult Mental Health Admissions improved staff Joy in Work and sustained over 90% responding staff feeling supported and feeling safe |
We saw first-hand the positive influence the introduction of Value Management has had for staff and indirectly for patients… We were impressed with the ongoing commitment to supporting a learning culture in the ward and [multidisciplinary team] and the commitment to clinical supervision." - Mental Welfare Commission for Scotland, Report on announced visit to Ward 3, Forth Valley Royal Hospital
I wanted to get a staff team that had a better grasp of quality improvement and [now] I've got that." - Service Manager
- Participation in the collaborative enabled boards to embed quality improvement in a way they had not been able to achieve before by building local quality improvement capacity and expertise
- Automating data collection and collation processes allowed more time for data and finance colleagues to actively contribute to team understanding of quality, capacity and cost
- Leaders have played a crucial role, acting as ambassadors for the work and supporting an increase in staff motivation and ‘giving permission’ to staff to take ownership of issues and continually improve services
- Three participating boards achieved the aim of spreading the Value Management approach.
- Ten of the coaches reported career progression following being part of the collaborative.
The Value Management Approach:
- Enables autonomy and sense of agency amongst frontline staff, supporting workforce wellbeing and individual and collective ownership of improving services
- Supports multidisciplinary teams to collectively identify and prioritise areas for improvement via the use of data and shared intelligence
- Offers a mechanism for teams/organisations to streamline approaches to various quality improvement programmes
- Enables teams/organisations to evidence and track improvements for quality control, and
- Supports alignment of improvement priorities with service need and strategic priorities.
Resources:
Learning from the collaborative informed the development of a Value Management Resource Pack which can be used to support future adoption of the approach within health and care.