Essence of Care: making a difference

Abstract

Essence of Care (DoH 2001) developed from a commitment to explore the benefits of benchmarking in improving the quality of the fundamental and essential aspects of care (DoH 1999). The NHS Plan (DoH 2000) reinforced the importance of getting the basics right and improving the patient's experience. During the 18 months since the publication of the Essence of Care clinical benchmarks (DoH 2001), it has moved steadily from political rhetoric to clinical reality in the Central South Regional Group (CSRG). This article describes the role of the CSRG steering committee in co-ordinating the implementation of Essence of Care. This involved: Education about the benchmarking process. Support for implementation of the benchmarks. Evaluation of the process to date. Direction for future developments. The CSRG steering committee comprises representation from many of the trusts in the CSRG (Table 1), as well as the University of Southampton and New Forest PCT.

Essence of Care and the pressure ulcer benchmark – An evaluation

“…Table 3 sets-out the key policy milestones and policy drivers that paved the way for the production of the Essence of Care initiative [55]. The Essence of Care initiative can be seen as the main policy that was developed with the specific remit of reducing unjustified variations in practice and to raise standards of care.…”

“…Unable to compare practice between clinical areas objectively or accurately Combining benchmarking with pressure ulcer incidence monitoring 64 Use of established tissue viability link nurse groups to undertake the audit, following relevant training on audit and the benchmark process [64,65] It can be seen that many improvements in the quality of care associated with pressure ulcer prevention have resulted from the Essence of Care benchmarking initiative. However, it can be suggested that the strategic and organisational impact of Essence of Care is dependent upon how it is implemented, but more importantly, where Essence of Care sits on the clinical governance agenda [55]. A good example of this is where actions and objectives relating to Essence of Care have been made specific in trust and directorate business plans [65].…”

“…Trusts will be assessed to see if they are meeting these core standards and this information will be used to inform the annual review and performance ratings of organisations [70]. The National Patient Safety Agency and the Health Services Commissioner (Ombudsmen) actively recommend implementation of the Essence of Care clinical benchmarks as one solution to poor clinical standards [55]. In summary, the Essence of Care [1] policy is here to stay.…”

“…Many trusts have chosen to employ project leads to support the implementation of the eight benchmarks [65]. However, in many cases implementation has relied upon the goodwill and assumed responsibility of dedicated individuals, who have undertaken benchmarking activities over and above their full-time positions [55]. In addition to this, is the time-commitment required to implement such an extensive policy.…”

“…One of the main challenges to the implementation of the Essence of Care initiative in general is the lack of dedicated funding [55]. Many trusts have chosen to employ project leads to support the implementation of the eight benchmarks [65].…”