Value Management Enablers and Barriers
Participating teams in the collaborative identified barriers and enablers to progressing their improvement work using the Value Management Approach. Staff reflected on the merits of taking this approach to pursuing quality improvement and implementing their change ideas to improve services.
If we want something done, we do it through Value Management. It brings a weekly focus, brings data, and becomes the work of the team. This is how you get things done now" - Improvement Coach
I have worked in Mental Health for a lot of years and at the start of the BROSET project I was very skeptical. Having used it... I see it as one of the best developments I have used." - Value Management Team Member
Key enablers and barriers to progressing improvement work using the Value Management Approach are summarised below. To find out more about the identified enablers and barriers, read Appendix 3.
Enablers
Consistent organisational support:
- Regular coaching sessions with their board improvement coach
- Access to quality improvement and education
- Visible and enabling senior leadership support as well as service managers
- Multidisciplinary approach including medical involvement
- Access to data and analysis support, and
- Credible and inclusive team leadership with a focus on what matters to staff.
Working on the right things, improvement ideas:
- Priority for that clinical area;
- Access to reliable up-to-date data or ability to manually collect data easily; and/or
- Align with other quality improvement programmes.
Barriers
- Access to readily usable up-to-date team-level data
- Inconsistent huddling and availability for local coaching
- Availability of a consistent multidisciplinary team within the ward/service to progress improvement projects, and
- Protected time being unavailable or staff feeling unable to avail of it to engage in improvement work (due to the demands of day-to-day activity and maintaining patient safety).
We tend to find that it’s mostly the nursing staff that do the huddles around the visual management board, we would really to encourage more medical staff to participate." - Quality Improvement Lead