When undertaking an improvement project, you need to be able to communicate exactly what you want to improve, including what ‘better’ looks like (aim) and how you think you will do that (change theory). Once, a clear improvement aim, has been identified by the team, you will be ready to develop theories and ideas for change, which can then be tested.
Aim Statement – is what you want to achieve from your improvement project and a timeframe for achieving it. An aim statement should be concise. Think of it as a brief description, which should clearly communicate what you intend to accomplish.
Theory of change
An improvement aim should be, supported by an agreed theory about what needs to change to achieve it. Your theory of change should be developed based on your current understanding of how things work, and can be updated as you learn more. It should consider any available evidence as well as the knowledge and ideas of the people experiencing the system.
Driver Diagram – useful tool to help visualise a theory of change that can be, used to plan improvement project activities. It provides a way of systematically laying out aspects of an improvement project so they can be, discussed and agreed on collaboratively by the, project team.
Data is, needed at all stages of the improvement journey. A measurement plan will prompt you to think through your measures and will be an essential communication and reference document for your project team.
Measurement Plan – will encourage you to think through your measures and will be an essential communication and reference document for your project team.
A standard approach to presenting and interpreting data over time to support improvement.
Run chart – a line graph of data plotted over time and is one of the most effective improvement tools for assessing the effectiveness of change.
Run chart rules (TURAS)
Box score – A tool that brings together a project’s measures, displaying improvement data in one section.
Box score – provides an understanding of clinical and financial data by setting out measures that fit on one sheet of paper and cover three domains: Performance, Capacity and Cost measures.