National Paediatric Critical Care Audit

Tender description

The Healthcare Quality Improvement Partnership (HQIP) is seeking to commission an organisation that will support the delivery of the National Paediatric Critical Care Audit. The audit will be delivered nationally. The successful bidder will be required to build on the achievements of the audit to date and enhance the ability of the audit to be used for healthcare improvement. Lot 1: The overarching aim is to stimulate improvements in care for patients by measuring variations in quality, experience and outcomes. During this contract period, the successful tenderer will need to build on the achievements of the audit to date and enhance the ability for the audit to be used for healthcare improvement. Data is most useful locally for healthcare improvement when its provision to clinical teams is timely, the data is refreshed regularly and appropriate tools, support and guidance accompany the data outputs. The intent is for all of these features of the audit to be implemented and improved during the period of this contract. This re-commission provides an opportunity to move the audit on from data collection for healthcare planning and research, to data driven healthcare quality improvement. Tenderers should propose five clinically important, realistic and measurable (SMART) 3-year improvement aims. Tenderers should consider improvement aims from the following areas, but can also propose aims from other areas: • Reduce: o the risk of dying o unplanned extubation rates o specialist PCC transport service refusals for urgent transfer o the number of children transferred to a unit more than two hours (travel by road) away o the central line infection rate o the length of stay for children with complex medical needs o the number of unnecessary cardiac surgery admissions to PCC Level 3 o emergency readmission rates • Increase the proportion of parents and families who have excellent care experiences (with a baseline measure) The audit supplier will work with commissioners, funders, specialised commissioning and operational delivery networks (ODNs) to create a coherent strategy for how the improvement goals listed above, or similar, will be achieved.