NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP INNOVATION POLICY

Transcription

1 NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP INNOVATION POLICY AUTHOR/ APPROVAL DETAILS

2 Document Author Written By: Human Resources Authorised Signature Authorised By: Helen Shields Date: 20 th February 2013 Job Title: Human Resources Advisor Effective Date: 19 February 2015 Approval At: CCG Clinical Executive Date: 28 th February 2013 Job Title: Chief Officer Review Date: February 2018 Date Approved: 19 February 2015 VERSION CONTROL Version Date Changes 1 20/02/13 First draft (amended) 2 November HS changes Approved at Commissioning Officer Group (COG) November February 2014 Amended by Clinical Executive and then approved.

3 CONTENTS Part Description Page 1 Executive Summary 4 2 Introduction 4 3 Scope 4 4 Key Responsibilities Line Manager Responsibilities Employee Responsibilities Human Resources Services Responsibilities 5 5 What is Innovation? 5 6 Why is Innovation Important? 5 7 Stages of Innovation 5 8 How to Drive Innovation Manage the Knowledge Base Foster a Learning Culture and Collaborative Working Environment Leadership for Innovation Incentives and Investment in Innovation Development in People Annual Innovation Report 7 9 Implementation / Training / Awareness 7 10 Monitoring / Key Performance Indicators 8 11 References 8 12 Links to other policies 8 13 Disclaimer 8 NHS Isle of Wight Clinical Commissioning Group 3

4 1. EXECUTIVE SUMMARY 1.1 Innovation is a key objective of the Isle of the Wight NHS Clinical Commissioning Group (herein CCG). 1.2 The CCG recognises that innovation is essential to drive up the quality of both the commissioning and delivery of health and care services. 1.3 The CCG recognises that the NHS needs to continually improve organisational effectiveness and therefore innovation is an essential policy for success as an organisation. 2. INTRODUCTION 2.1 The Isle of Wight CCG is charged to have robust arrangements in place to champion innovation and accelerate its adoption and diffusion, as well as to promote education and training, and research and the use of research evidence. 2.2 The has been developed to deliver our vision of becoming an organisation underpinned by evidence, research and innovation, delivering the highest standard of commissioning. 2.3 It builds on local strengths to optimise new opportunities for innovation which are driven and supported by research, evidence-based practice, knowledge management, education and training, collaborative working and learning from experience. 3. SCOPE 3.1 The policy applies to all staff employed by CCG, whether permanent, temporary or fixed term, and including those who are seconded out to another organisation. 3.2 It does not apply to staff employed elsewhere and seconded into CCG (those staff are the responsibility of their substantive employer), or agency staff. 4. KEY RESPONSIBILITIES 4.1 Line Manager responsibilities all line managers have responsibility for ensuring that their staff are appropriately trained, and that training is monitored and reported to support individuals in an environment that is conducive to good performance to ensure diary time is available to progress innovation issues in a timely manner Managers/supervisors have a responsibility to be aware of the legal duty to manage innovation at the CCG and should be fully conversant with this policy and the tools available to them Managers need to engage with staff and involve them in the identification of potential innovation 4.2 Employee responsibilities employees have a responsibility to ensure they have the necessary knowledge and skills to conduct and participate in effective innovation employees have a responsibility to understand and follow the policy employees have a responsibility to cooperate with the CCG in ensuring innovation NHS Isle of Wight Clinical Commissioning Group 4

5 the organisation encourages employees to take reasonable responsibility for themselves, promoting two way communications, helping to facilitate change and not to wait for someone else to do something about an issue employees have a responsibility to recognise the importance of training and development as a means of improving competence 4.3 Human Resources Services responsibilities Human Resources Service is responsible for providing advice, guidance, and training on conducting innovation 5. WHAT IS INNOVATION? 5.1 Innovation is defined in Innovation Health and Wealth (2011) as an idea, service or product, new to the NHS or applied in a way that is new to the NHS, which significantly improves the quality of health and care wherever it is applied. 5.2 High Quality Care for All (2008) placed quality at the heart of everything that the NHS does. In doing so it acknowledged that a key enabler to innovation is a supportive culture that actively promotes and rewards innovation at all levels of the health system. Innovation is not something that happens solely in the laboratory, delivered by scientists. The most successful and innovative organisations are those that encourage employees to innovate and reward them for doing so. If the Isle of Wight CCG is to realise the full potential of its employees it must do the same. 5.3 National Health Services (2009) states that innovation can take a variety of forms whether relating to improvement of services, new technology, new information systems or new workforce practices. It can be enacted through an incremental series of changes that builds over time or a step change that quickly transforms a process or system. 6. WHY IS INNOVATION IMPORTANT? 6.1 We need innovation to: help people stay healthy with a strong contribution to health promotion and prevention of illness empower patients to take more control of their own health and to work with NHS staff to co-design services that provide an exceptional experience provide effective diagnosis and treatments that meet the needs of patients and carers, and be a safe health system, keeping patients free from harm optimise the use of resources and make sound financial investments 7. STAGES OF INNOVATION 7.1. Innovation Health and Wealth (2011) identified three important stages in the innovation process: Invention the originating idea for a new service or product, or a new way of providing a service Adoption putting the new idea, product or service into practice, including prototyping, piloting, testing and evaluating its safety and effectiveness Diffusion the systematic uptake of the idea, service or product into widespread use across the whole service NHS Isle of Wight Clinical Commissioning Group 5

6 7.2 The CCG legal duty to promote innovation will apply to all three stages of the innovation process, and will apply from the date of establishment. 8. HOW TO DRIVE INNOVATION 8.1 Manage the knowledge base Manage the knowledge base for commissioning and innovation in healthcare and deliver high quality knowledge services that promote innovation in healthcare, and support the application of research evidence to address priorities. Isle of Wight CCG will: share identified leading innovative practice, from both internal and external sources across the CCG to support commissioning and delivery of high-quality care, prevention and early intervention promote understanding of clinical variation through use of national tools and local data encourage local development and innovation through pathways and work stream developments 8.2 Foster a learning culture and collaborative working environment that supports learning from experience, innovation, best practice and awareness of research evidence Isle of Wight CCG will: support development of competencies (including knowledge, skills, abilities and motivations) to adopt and deliver innovative practice in a collaborative environment support learning from experience through after action reviews as part of business as usual support clinical leadership to embed research within CCGs support the understanding of research evidence and the adoption of best practice and innovative healthcare promote education and training of the NHS workforce support learning for doctors in both Primary and Secondary care, and doctors in training, establishing close links between the teams arrange programmes and opportunities to support knowledge transfer of commissioning skills, and quality improvement skills 8.3 Leadership for innovation In order to implement this, CCG will: lead continuous innovation and improvement, developing and communication a compelling narrative. encourage partnerships and collaboration by creating partnerships and collaboration with different parts of the organisation and with organisations outside health care promote innovation by providing physical space and time along with simple tools for idea generation recognise and promote the success of adopters and diffusers of innovation. Commissioners and providers are encouraged to reflect various forms of innovation in their commissioning schemes NHS Isle of Wight Clinical Commissioning Group 6

7 reward innovative thinking use and share knowledge through ensuring that staff are able to access a wide range of diverse and timely information and are encouraged to create effective networks for sharing ideas, knowledge and timely experience. manage risk effectively and tolerate failure through the acknowledgement that failure is part of the learning process rather than something to chastise promote learning and development through the integration of innovation into the appropriate training programme 8.4 Incentives and investment in innovation CCG will drive innovation through incentives and investment by: the alignment of financial, operational and performance incentives to support the adoption and diffusions of innovation. increase the profile of, and maintain investment in, the NHS Innovation Challenge Prizes extend the never events regime and encourage disinvestment in activities that no longer add value supporting research and development. 8.5 Development in people The CCG will seek to continually commit to the development of its staff within approved resources in a number of ways: provide space, time and resources for individuals across the organisation to generate and present innovative ideas they are passionate about encourage and incentivise staff to participate in an alternative innovation process by generating, sharing and evaluating new ideas actively support and facilitate the new generation of new ideas and the uptake of ideas, practices and processes that have been generated externally or elsewhere in the system establish mechanisms to quickly form small, flexible teams with the necessary skill sets to refine and drive innovative ideas from conception to implementation utilise partnerships and collaboration to encourage and support radical innovation, while simultaneously assessing and managing associated inherent risk reward and recognise all efforts within all stages of the innovation pathway 8.7 Annual Report The CCG will set out within the Annual Report innovative practice. 9. IMPLEMENTATION / TRAINING / AWARENESS 9.1 It is important that staff fully understand the need for innovation within the CCG, as well as their role in response to any invocation. CCG will: NHS Isle of Wight Clinical Commissioning Group 7

8 develop and deliver an initial training programme which develops the innovation awareness of all staff make the available to interested parties through our publications network make all Innovation Policies and Plans available on the intranet for all staff to view ensure that the lessons learned from exercises are implemented throughout the organisation 10. MONITORING / KEY PERFORMANCE INDICATORS 10.1 The Isle of Wight CCG recognises that the monitoring of innovation progress is crucial to the success of the organisation. CCG will ensure effective monitoring through the following measures: Reporting innovation to the management team and sub-committees of the CCG as appropriate Recording in the Delivery Action Plan innovative solutions to issues Reporting in the Annual Report of the CCG 11 REFERENCES Innovation Health and Wealth (2011) High Quality Care for All (2008) National Health Services (2009) 12 LINKS TO OTHER POLICIES CCG Quality and Patient Safety Framework 13 DISCLAIMER 13.1 It is the responsibility of staff to check the CCG Extranet to ensure that the most recent version/issue of this document is being referenced. NHS Isle of Wight Clinical Commissioning Group 8