Article type
Abstract
Aim: To establish a single prioritisation board (PB) at NICE using a common prioritisation framework to select topics to produce useful, usable and implementable guidance across the entirety of NICE’s portfolio.
Background: Previous lack of central oversight of NICE’s entire topic pipeline had resulted in a disjointed approach. Six different approaches to topic selection had led to duplication of effort, overlapping guidance and missed opportunities for integrating guidance products to improve user accessibility.
Methods: Mixed methods were used to collect and process data.
Initial steps involved the mapping of existing topic selection processes and resource requirements. This highlighted complexities and inefficiencies and supported the case for establishing a central prioritisation board led by NICE’s chief medical officer (CMO), to provide clinical leadership and oversight.
A transformational change of this magnitude required extensive engagement.
Internal engagement included:
•A strategic cross-institute guiding coalition to translate the vision for a single PB into practice.
•Various working groups to focus on 1) process development, 2) assessing resource requirements, 3) developing NICE’s common prioritisation framework and 4) establishing a unified approach to horizon scanning and system intelligence.
•Cross-institute listening events, workshops and communication plus seminars to inform NICE’s executive team and Board.
External engagement included:
•Various speaking engagements at national conferences and boards
•Extensive familiarisation activities with key strategic stakeholders from royal colleges, hospital trusts, academia, public health and social care organisations, guidance developers, arm’s length bodies, NICE’s sponsor teams at the Department of Health and Social Care and NHS England, members of the public and service users.
•A deliberative programme, ‘NICE Listens’, which engaged patient and public stakeholders across health and social care.
•A 4-week stakeholder consultation.
Results: Extensive stakeholder engagement has enabled NICE to consider a multitude of views and successfully iterate and update the new prioritisation process and framework.
Conclusion: At the end of May 2024, NICE will formally establish its unified prioritisation board. The formation of a holistic, integrated oversight panel will ensure NICE resources are targeted to focus on what matters most for the system and support the delivery of best care to patients while ensuring value for the taxpayer.
Background: Previous lack of central oversight of NICE’s entire topic pipeline had resulted in a disjointed approach. Six different approaches to topic selection had led to duplication of effort, overlapping guidance and missed opportunities for integrating guidance products to improve user accessibility.
Methods: Mixed methods were used to collect and process data.
Initial steps involved the mapping of existing topic selection processes and resource requirements. This highlighted complexities and inefficiencies and supported the case for establishing a central prioritisation board led by NICE’s chief medical officer (CMO), to provide clinical leadership and oversight.
A transformational change of this magnitude required extensive engagement.
Internal engagement included:
•A strategic cross-institute guiding coalition to translate the vision for a single PB into practice.
•Various working groups to focus on 1) process development, 2) assessing resource requirements, 3) developing NICE’s common prioritisation framework and 4) establishing a unified approach to horizon scanning and system intelligence.
•Cross-institute listening events, workshops and communication plus seminars to inform NICE’s executive team and Board.
External engagement included:
•Various speaking engagements at national conferences and boards
•Extensive familiarisation activities with key strategic stakeholders from royal colleges, hospital trusts, academia, public health and social care organisations, guidance developers, arm’s length bodies, NICE’s sponsor teams at the Department of Health and Social Care and NHS England, members of the public and service users.
•A deliberative programme, ‘NICE Listens’, which engaged patient and public stakeholders across health and social care.
•A 4-week stakeholder consultation.
Results: Extensive stakeholder engagement has enabled NICE to consider a multitude of views and successfully iterate and update the new prioritisation process and framework.
Conclusion: At the end of May 2024, NICE will formally establish its unified prioritisation board. The formation of a holistic, integrated oversight panel will ensure NICE resources are targeted to focus on what matters most for the system and support the delivery of best care to patients while ensuring value for the taxpayer.