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NICE guidance, dissemination, implementation and monitoring policy

Contents

  1. Policy summary
  2. Introduction
  3. Scope
  4. Procedure
  5. Training implications
  6. Equality impact assessment screening
  7. Links to any other associated documents
  8. References
  9. Appendices

1 Policy summary

This policy sets out the trust wide process for review, dissemination, implementation, and monitoring of National Institute for Health and Care Excellence (NICE) guidance across the organisation.

Used effectively, NICE resources can support demonstratable improvements on health and social care outcomes for people in the communities we serve. NICE is committed to reducing health inequalities and promoting equality through its guidance, which is developed with the following principles in mind:

1.1 Equality

Considering the protected characteristics of the equality act (2010) as well as inequalities that arise from socioeconomic factors and the circumstances of vulnerable groups.

1.2 Human rights

NICE considers the implications of its guidance for human rights and aims to comply with all relevant legislation.

1.3 Transparency

NICE aims to make its recommendations objective and transparent.

1.4 Evidence

NICE aims to make recommendations based on evidence including from those directly impacted by inequalities.

1.5 Collaboration

NICE aims to work collaboratively with other organisations to address health inequalities.

2 Introduction

NICE publishes six types of guidelines (NICE, 2022):

  • clinical
  • social care
  • public health
  • medicines practice
  • cancer services
  • antimicrobial prescribing

They set out the care and services suitable for most people with a specific condition or need, and people in particular circumstances or settings.

NICE guidelines help health and social care professionals to:

  • prevent ill health
  • promote and protect good health
  • improve the quality of care and services
  • adapt and provide health and social care services

The use of health technologies within the NHS (such as the use of new and existing medicines, treatments, and procedures), clinical practice (guidance on the appropriate treatment and care of people with specific diseases and conditions), guidance for public sector workers on health promotion and ill-health avoidance, and guidance for social care services and users.

NICE quality standards (QS), which are based on the best available guidance and evidence, can be used by commissioners and others to improve the standards of care. Progress against core and relevant to service QS are mandatory required to be reported through the trusts annual quality accounts.

All NHS organisations must have an approved documented process for taking into account agreed best practice as defined in NICE clinical guidelines. The NHS Constitution states that patients have the right to drugs and treatments that have been recommended by NICE for use in the NHS, if the doctor or treating responsible persons for the patients care says they are clinically appropriate. The Health and Social care Act 2012 also states that the Secretary of State and the NHS commissioning board (NHS England) should have regard to the quality standards prepared by NICE as part of their duty to secure continuous improvement in the quality of services the commission. NHS constitution for England (opens in new window).

The purpose of this policy is to set out the trust’s arrangements for reviewing all newly published or updated NICE guidance and the implementation where assessed as core or relevant to one or more services within the trust.

2.1 What are the trusts’ obligations with regard to NICE guidance?

Health, social care professionals and commissioners in England are expected to take NICE guidance fully into account when exercising clinical judgement. NHS clinicians look to the NICE guidelines as a benchmark of the best evidence based treatment available for patients. The guidance does not override the individual responsibility of healthcare professionals to make decisions appropriate to the circumstances of the individual patient, in consultation with the patient and carer and where commissioning arrangements allow.

If a decision is made that the treatment that NICE has recommended is not suitable for a patient, this should be explained to the patient and recorded in the electronic patient record.

The NHS Constitution 2010 (The Department of Health and Social Care (2010) (updated August 2023) states “You have the right to drugs and treatments that have been recommended by NICE for use in the NHS, if your doctor or responsible person in charge of your care says they are clinically appropriate for you.

You have the right to expect local decisions on funding of other drugs and treatments to be made rationally following a proper consideration of the evidence. If the local NHS decides not to fund a drug or treatment you and your doctor feel would be right for you, they will explain that decision to you.” ‘Recommended’ means recommended by a NICE technology appraisal.

Where NICE technology appraisals (TA’s) are concerned, “Commissioners and providers have a responsibility to provide the funding required to enable the guidance to be applied when individual health professionals and their patients wish to use it, in accordance with the NHS Constitution. They should do so in light of their duties to have due regard to the need to eliminate unlawful discrimination, to advance equality of opportunity and to reduce health inequalities”. The trust has an obligation to work collegiately with commissioners and neighbouring trust around funding and formulary advice to support timely implementation.

3 Scope

This policy relates to all colleagues who undertake duties in relation to the implementation of NICE guidance. This includes colleagues working directly in clinical services as well as those working in a range of corporate services, including for example, finance and contracting, performance and assurance, human resources and learning and development.

For further information about responsibilities, accountabilities and duties of all employees, please see appendix A.

4 Procedure

The core procedures for managing the dissemination, implementation and monitoring of NICE guidance are set out within the terms of reference for the care group meetings.

4.1 Quick guide

4.1.1 Review of recently published NICE guidance

  • Each piece of NICE guidance should be reviewed and have responses recorded on the portal within 1 month of the summary report being disseminated.

4.1.2 Lead identification

  • The NICE centralised process meeting (NCP) should ensure that core and relevant guidance has a lead identified to complete a baseline assessment.

4.1.3 Baseline assessments

  • Baseline assessments should be completed within the timescales set out in section 5 of this policy.

4.1.4 Summary reports

  • Leads should develop and present summary reports to the NCP and quality and safety sub-clinical leadership executive group within the timescales set out in section of this policy.

4.1.5 Completed baseline assessment and actions plans

  • Completed baseline assessments and any subsequent action plans will be presented in a summary report to quality and safety sub-clinical leadership executive group to approve the level of implementation (fully or partially or not implemented) and the NICE portal will be updated with the new level of implementation.

4.2 Dissemination of NICE guidance

The clinical effectiveness support officer disseminates the issued guidance via a report from NHS South Yorkshire Integrated Care Board (SY ICB) NICE guidance summary to the identified NICE leads and other identified colleagues in the trust, for the localities of Rotherham, North Lincolnshire and Doncaster which includes physical health and neurodiversity, mental health, learning disabilities and children’s services.

4.3 Responding to NICE guidance

The NICE leads will review the guidance with services within their care group and assess which of the following responses is to be applied to each piece of guidance:

  • not applicable
  • for information
  • relevant
  • core

The care groups provide responses for the following services:

North Lincolnshire mental health and talking therapies care group:

  • community mental health
  • acute mental health
  • NHS talking therapies (all three geographical areas):

Rotherham mental health care group:

  • acute mental health
  • community mental health

Doncaster mental health and learning disabilities care group:

  • acute mental health
  • community mental health
  • learning disabilities (all three geographical areas)
  • learning disabilities forensics
  • drug and alcohol services

Physical health and neurodiversity care group:

  • neurodiversity (all three geographical areas)
  • community and long-term conditions
  • rehabilitation

Children’s care group:

  • Children and adolescent mental health service (CAMHS) and children young people and families (CYPF)

Pharmacy:

  • Pharmacy

The NICE lead will inform the Clinical Effectiveness team (CET) of the responses for each service within their care group against each piece of guidance within 4 weeks of the monthly summary being disseminated. The CET then records this centrally on the portal.

4.4 Clinical effectiveness NICE centralised process meeting

The CET and NICE leads meet monthly to discuss the most recently published guidance, discuss any potential inconsistencies and agree next steps for any core or relevant guidance which include identifying a lead to complete baseline assessments.

Where a specialist review is required, for example for highly specialised technology guidance (HST’s) or MedTech innovation briefings (MIB’s) a decision is reached around what forum would be best placed to review and provide the group with feedback and recommendations.

4.5 Priority levels

  • High
  • Medium
  • Low

The quality and safety sub-clinical leadership executive group will allocate a priority level to guidance at the time of the summary report being presented based on the outcome of the initial gap analysis and any risks that has been identified with recommendations not met.

4.6 Completing baseline assessment

Task and finish groups are facilitated by the CET to support the identified lead with completing the baseline assessment, at times there are exceptions to this where the guidance relates to one specific specialism in one specific care group.

The identified lead will initially review the recommendations in the baseline assessment tools and identify any gaps in provision.

When completing a baseline assessment, the following information where available should be consulted:

  • previous baseline assessments
  • patient safety incident investigations, complaints and compliments and claims
  • risks
  • clinical audit (historical and current)
  • commissioner requirements
  • CQUIN (commissioning for quality and innovation)
  • trust wide policy and procedures including standard operating procedures or local working instructions and guidance
  • KPIs and benchmarking
  • Quality service improvement and redesign initiatives (QSIR)

Once the relevant recommendations are identified the lead needs to populate the baseline assessment to:

  • Assess whether we as an organisation currently meet relevant recommendations and document the evidence:
    • any supporting evidence should be recorded on the baseline assessment and where possible (for example, policies, procedures, reports, SystmOne templates) the evidence should be submitted to the CET embedded within the completed baseline assessment to be saved centrally in the corporate L-Drive for trust wide assurance purposes
  • Where relevant recommendations are assessed as “not met, partially met or evidence not available” this needs to be recorded as a risk within the care groups and captured on the summary report.

The initial baseline assessment should be completed within 6 months of the guidance being published and presented to the NICE centralised process meeting, with a summary report (see appendix B) which must include:

  • the percentage of recommendations met
  • any promises that the guidance aligns to
  • where less than 100% of relevant recommendations are met:
    • any risks that have been identified with the level of risk calculated using the risk scoring methodology (staff access only) (opens in new window) and graded as follows:
      • low risk
      • moderate risk
      • high risk
      • extreme risk
    • overview of evidence to support where recommendations are met
    • timeframe to produce an action plan
    • key stakeholders identified to complete on actions
    • any potential barriers such as funding, commissioning arrangements, training
    • estimated timeframe to complete action plan and achieve full implementation of all relevant recommendations, this should be under 18 months, if business cases are required for commissioning purposes this would need to be featured into the timescale and reported through the structures accordingly

An outcome (informed by the summary report) will be recorded by the CET on the NICE portal as follows:

  • Fully implemented, 100% of relevant recommendations are recorded as met and evidence is provided to support this.
  • Partially implemented, less than 100% of relevant recommendations are recorded as met, there is partial evidence to support this, and an action plan is being or has been developed to address the identified gaps.
  • Not implemented, less than 100% of relevant recommendations are recorded as being met with no supporting evidence provided or recorded, and no action plan is being developed to address any identified gaps.

4.7 Action plans

Where gaps are indicated, an action plan should be developed within 9 months of the guidance being published and presented to the NICE centralised process meeting.

The identified lead will ensure progress is being made with actions plans for partially or not implemented core or relevant guidance. This will be monitored by the Clinical Effectiveness team.

Evidence needs to be collated and provided for assurance that any actions are completed. The baseline assessment should be updated to reflect completed actions, that evidence recommendations are now met.

From the date of the summary report being presented at quality and safety sub-clinical leadership executive group, the lead has 18 months to complete the agreed actions to fully implement relevant recommendations.

Once the action plan is completed it will be presented to the NICE centralised process with a summary report for oversight.

The final summary report will then be presented to quality and safety sub-clinical leadership executive group to approve the level of implementation (fully or partially or not implemented) and the NICE portal will be updated with the new level of implementation. The baseline assessment, evidence and summary reports will be saved centrally in the corporate l-drive.

4.8 Process for documenting any decision not to implement NICE recommendations or guidance

If a decision has been made not to implement NICE guidance a summary report with a full assessment of risk is to be completed by the identified lead and this will be reported into the quality and safety sub-clinical leadership executive group, so the risk register can be reviewed and updated accordingly aligned to the care groups. This will be recorded on the NICE portal.

4.9 Deviation from timelines and standard process

Where the standard process and timelines are deviated from an exception report is to be presented to the quality and safety sub-clinical leadership executive group outlining the rationale behind the deviation and any associate risks.

5 Training implications

Whilst there are no identified mandatory training needs in relation to this policy, the clinical effectiveness team are available for formal or informal education support and training and can be contacted via rdash.clinical-effectiveness-team@nhs.net

6 Equality impact assessment screening

To access the equality impact assessment for this policy, please email rdash.equalityanddiversity@nhs.net to request the document.

6.1 Privacy, dignity and respect

The NHS Constitution states that all patients should feel that their privacy and dignity are respected while they are in hospital. High Quality Care for All (2008), Lord Darzi’s review of the NHS, identifies the need to organise care around the individual, ‘not just clinically but in terms of dignity and respect’.

As a consequence the trust is required to articulate its intent to deliver care with privacy and dignity that treats all service users with respect. Therefore, all procedural documents will be considered, if relevant, to reflect the requirement to treat everyone with privacy, dignity and respect, (when appropriate this should also include how same sex accommodation is provided).

6.1.1 How this will be met

No issues have been identified in relation to this policy.

6.2 Mental Capacity Act

Central to any aspect of care delivered to adults and young people aged 16 years or over will be the consideration of the individuals’ capacity to participate in the decision-making process. Consequently, no intervention should be carried out without either the individuals’ informed consent, or the powers included in a legal framework, or by order of the court.

Therefore, the trust is required to make sure that all staff working with individuals who use our service are familiar with the provisions within the Mental Capacity Act (2005). For this reason all procedural documents will be considered, if relevant to reflect the provisions of the Mental Capacity Act (2005) to ensure that the rights of individual are protected and they are supported to make their own decisions where possible and that any decisions made on their behalf when they lack capacity are made in their best interests and least restrictive of their rights and freedoms.

6.2.1 How this will be met

All individuals involved in the implementation of this policy should do so in accordance with the guiding principles of the Mental Capacity Act (2005) (section 1).

7 Links to any other associated documents

8 References

9 Appendices

9.1 Appendix A Responsibilities, accountabilities and duties

9.1.1 The board of directors

The board of directors has responsibility to ensure that the trust consistently follows the principles of good governance applicable to NHS organisations. This includes the development of this policy and procedures for the dissemination, implementation and monitoring of NICE guidance.

This responsibility is delegated to the chief executive who will delegate implementation to a lead director.

9.1.2 Chief executive

The chief executive has delegated responsibility from the board of directors for effective risk management meeting all statutory requirements and adhering to guidance issued.

9.1.3 Trust’s executive medical director

The trust’s executive medical director (and trust Caldicott Guardian) plays a key role in ensuring that NHS and partner organisations comply with current national guidance and relevant legislation regarding the handling and safeguarding of ‘patient identifiable information’. The Caldicott Guardian will advise employees on matters relating to the management of patient identifiable information, for example where issues such as the public interest conflicts with duties such as maintaining confidentiality.

9.1.4 Chief nurse

Chief nurse in conjunction with director of psychological professionals and therapies is designated with lead responsibility for NICE guidance. This lead role is undertaken in close liaison with the corporate director of nursing, the promises and quality manager, the medical director, the care group directors and the nurse directors.

The chief nurse is responsible for:

  • gaining assurance that relevant NICE guidance is identified, disseminated, implemented and monitored
  • providing information on key risks and assurances to the board of directors
  • making sure that links are made to other relevant trust committees and groups as appropriate through other directors
  • discussing high risks identified on the care group or specialism risk register at the executive management team meeting and for moderation or consideration for the corporate risk register
  • reporting on NICE guidance as part of the overall quality framework internally to quality committee and as part of the trust’s publicly reported annual quality account

9.1.5 Director of nursing (corporate)

Director of nursing (corporate) is responsible for assuring that the process for the dissemination and implementation of NICE is timely and effective. The director of nursing (corporate) is supported in their role by the clinical effectiveness lead and clinical effectiveness support officer to:

  • ensure that via identified individuals there is an effective system for the receipt, dissemination and monitoring of the monthly summary of issued guidance from NICE via the ICB summary and that there is a well-maintained database of organisational responses to NICE guidance
  • coordinating and reporting on the dissemination, implementation and monitoring of NICE guidance to the care group meetings, including key risk areas and assurances on a quarterly, annual and by exception basis
  • documenting a decision about the relevance of new NICE guidance issued as advised by the care group NICE leads. Where there is any doubt about relevance, seeking advice from the relevant nurse directors
  • formulating the trust compliance status via speciality (and where applicable care group) response, utilising the identified database and reporting to other trust committees and groups as appropriate
  • maintaining links to other relevant trust committees and groups as appropriate
  • the corporate director of nursing will provide NICE updates to the ICB (commissioners) as determined by the ICB

9.1.6 Clinical effectiveness lead

Clinical effectiveness lead is responsible for:

  • chairing the NICE centralised process meeting
  • liaise with NICE leads and subject-matter experts to identify colleagues to lead on the completion of baseline assessments or quality standards for any NICE guidance identified as core or relevant
  • assisting the corporate director of nursing with forward planning and trust compliance relevant to NICE guidance
  • produce clinical effectiveness reports for the quality and safety sub-clinical leadership executive group and Quality Committee for oversight and assurance and the reporting for annual quality accounts
  • attendance at the NICE national and regional meetings and attendance at the regional Yorkshire Effectiveness including Audit Regional Network (YEARN) to network with stakeholders form other clinical effectiveness teams across the region

9.1.7 Clinical effectiveness support officer

Clinical effectiveness support officer and the NICE administrator have delegated responsibility from the clinical effectiveness lead to progress NICE and deliver on the responsibilities outlined below:

  • recording response to published and updated NICE guidance on the NICE portal
  • managing and maintaining the systems and process for the receipt, dissemination and monitoring to the nominated care group NICE owners or leads from the monthly summary of issued guidance from NICE
  • facilitate meetings to complete an initial gap analysis for core or relevant NICE guidance to assess compliance
  • update the NICE portal to reflect level of implementation
  • work with leads to collate evidence that demonstrates where current practice aligns to recommendations, or any gaps are identified
  • where gaps are identified, work with leads to develop specific, measurable, agreed, realistic and time-based (SMART) action plans to implement guidance
  • record actions on central database and provide updates on bi-monthly NICE summary paper to care groups
  • save any supporting evidence and completed baseline assessments and summary reports in central folder
  • update portal with level of implementation, supporting narrative and rationale where applicable
  • producing a bi-monthly care group update on NICE
  • delegated responsibility from the director of nursing (corporate), to produce dashboards for NICE reporting to the ICB on behalf of the care groups
  • delegated attendance by the clinical effectiveness lead at the NICE national and regional meetings

9.1.8 Executive medical director or chief pharmacist

Executive medical director and chief pharmacist are responsible for taking a lead on the identification, dissemination, implementation and monitoring of NICE guidance on medicines.

  • This will be coordinated and reported through the trust medicines optimisation group in order that an integrated approach to the dissemination, implementation and monitoring of all NICE guidance is maintained.
  • They will assist the clinical effectiveness lead (trust wide nice lead) with forward planning in relation to NICE guidance on medicines.
  • They will identify priorities for the trust clinical audit programme in conjunction with the associate nurse directors and care groups.
  • The chief pharmacist is responsible for co-ordinating and reporting on audits related to NICE TA’s or medicine related aspects of NICE guidance as requested.

9.1.9 Quality committee

Quality committee ensures that there is an appropriate process in place to monitor and ensure compliance with clinical standards and guidelines, including, but not limited to, NICE guidance. Quality committee is authorised by the board of directors to act within its terms of reference and ensure all statutory elements of clinical governance are adhered to.

9.1.10 Quality and safety sub-clinical leadership executive group

Quality and safety sub-clinical leadership executive group will provide assurance on the high standards of care delivered by the trust across the three domains of quality:

  • clinical effectiveness
  • patient safety
  • patient experience

9.1.11 Care groups

Care groups have delegated responsibility from quality committee for the process of disseminating, implementing and monitoring NICE guidance relevant to the services within the trust. This is by a local management cascade via the NICE lead members.

9.1.12 NICE (care group)

NICE (care group) leads are responsible for:

  • the sharing of NICE guidelines and quality standards with colleagues across their services trust wide
  • receiving the relevance and level of compliance with NICE guidelines via consultation with their care group or specialism colleagues
  • sharing and completing baseline assessments, quality standards where indicated for quality improvement other supportive evidence for identified relevant or core guidance
  • providing the clinical effectiveness team with a response to all published or updated guidance within 28 days of receiving the NICE summary enabling the clinical effectiveness lead to complete, accurate and comprehensive reporting to quality and safety sub-clinical leadership executive group, quality committee, ICB and end of year quality accounts
  • collaboratively work with the clinical effectiveness team and partner agencies to complete gap analysis from baseline assessments, action plans, and collate supporting evidence for guidance assessed as core or relevant to ensure the level of implementation can be recorded on the NICE portal
  • responding in a timely manner when review or comment relevant to NICE is requested

9.1.13 Nurse directors, matrons, service managers

Nurse directors, matrons, service managers with the support of identified NICE care group leads will:

  • ensure multi-disciplinary team participation in all clinical effectiveness work streams, NICE and QI
  • encourage a culture of team involvement in the review of clinical guidance
  • responsible for local systems and processes which will support the implementation and monitoring of NICE guidance
  • actively promote good practice and ensure that practice is delivered in accordance with identified core or relevant NICE or other guidance on good practice
  • identify any risk associated with priority achievement and non-compliance with core or relevant NICE guidance within the care groups and raised with corporate assurance to take to risk management group to be added to the risk register
  • where identified undertake with support from the Clinical Effectiveness team (CET) baseline assessments relevant to applicable NICE guidance
  • ensure that action plans are SMART (specific, measurable, agreed, realistic and time based) and where risk is identified escalate and action as appropriate to maintain patient safety and quality of service provision
  • ensure service evaluation takes place as required, this may include clinical audit quality improvement through measuring through NICE QS and that clinical and non-clinical colleagues are involved routinely
  • maintaining communication with commissioners as required around service provision in line with NICE guidance

9.1.14 Clinical colleagues, or other relevant (non-clinical) colleagues

Clinical colleagues, or other relevant (non-clinical) colleagues should look to the NICE guidelines as a benchmark of the best evidence-based treatment available for patients, should the clinical decision be that NICE guidance is not to be followed, there needs to be clear documented clinical rationale in the patient record to support this clinical decision-making which has been discussed with the patient and shared with significant others or carers.

9.2 Appendix B Summary report template

9.3 Appendix C Template for organisational gap analysis and action plan

9.4 Appendix D Definitions and explanations of term used

9.4.1 National Institute for Health and Care Excellence (NICE)

An independent organisation responsible for providing national guidance on the promotion of good health and social care and the prevention and treatment of ill health.

NICE produces guidance for healthcare professionals, patients, carers and the public to help make decisions about treatment and healthcare. The National Institute for Health and Care Excellence (opens in new window).

9.4.2 Clinical (CG) and National Guidelines (NG)

Evidence-based recommendations on a wide range of topics. These include preventing and managing specific conditions to planning broader services and interventions to improve the health of communities. They aim to promote integrated care where appropriate.

Recommendations are based on the best available evidence on the appropriate treatment and care of people with specific diseases and conditions. While clinical guidelines help health professionals in their work, they do not replace their knowledge and skills. Clinical guidelines are also important for health service managers and those who commission services. The National Institute for Health and Care Excellence (opens in new window).

9.4.3 NICE Quality Standards (QS)

Quality standards set out priority areas for quality improvement (QI) in health, public health and social care.

They highlight areas with identified variations in current practice. Each standard includes:

  • a set of statements to help improve quality
  • information on how to measure progress
  • quality standards can be used to measure good practice against current practice

9.4.4 Antimicrobial prescribing guidelines

Evidence-based guidelines for managing common infections in the context of tackling antimicrobial resistance, specifically in relation to bacterial infection and antibiotic use.

9.4.5 MedTech innovation briefing (MIB)

Objective information on device and diagnostic technologies to aid local decision-making by:

  • clinicians
  • managers
  • procurement professionals

9.4.6 Medical technology guidance (MTG)

This guidance assesses specific technologies put forward to NICE by manufacturers. The “case for adoption” recommendations are based on the claimed advantages of introducing the specific technology compared with current management of the condition.

9.4.7 Technology appraisals (TA)

Technology appraisal guidance makes recommendations on the use of new and existing medicines and other treatments within the NHS. The NHS is legally obliged to fund and resource medicines and treatments recommended by NICE technology appraisals within three months of publication.

9.4.8 Interventional procedures (IP)

The IP programme assesses the efficacy and safety of interventional procedures, with the aim of protecting patients and helping clinicians, healthcare organisations and the NHS to introduce procedures appropriately. By reviewing evidence, consulting widely, facilitating data collection and analysis, and providing guidance on the efficacy and safety of interventions, the programme enables clinical innovation to be conducted responsibly. No interventional procedure is entirely free from risk, the programme gauges the extent of risks and benefits and makes recommendations in terms of their implications.

9.4.9 Diagnostics guidance (DG)

This guidance focuses on the evaluation of innovative medical diagnostic technologies in order to ensure that the NHS is able to adopt clinically and cost-effective technologies rapidly and consistently.

9.4.10 Highly specialised technology guidance (HST)

This guidance contains recommendations on the use of new and existing highly specialised medicines and treatments.

9.4.11 Health technology assessment (HTA)

NICE evaluate digital health technologies through 4 guidance programmes:

  • technology appraisals guidance
  • highly specialised technologies guidance
  • medical technologies guidance
  • diagnostics guidance

The programme NICE use depends on the technology and its expected impact on health and social care spend. The Office for Digital Health can advise you about the NICE programmes.

9.4.12 Public health guidance

Recommendations on the promotion of good health and the prevention of ill health. The guidance may focus on a particular topic (such as smoking), a particular population (such as school children), or a particular setting (such as the workplace).

9.4.13 Information for patients, carers and the public

NICE has a page on its website providing a list of products on patient and service user care. Information for patients, carers, and the public (opens in new window).

9.5 Appendix E Monitoring arrangements

9.5.1 Responses to all published and updated NICE guidance

  • How and who by: Compliance report via RePortal by the Clinical Effectiveness team.
  • Reported to: Care groups, quality and safety sub-clinical leadership executive group, quality committee, and ICB
  • Frequency: Bi-monthly to the care groups and quarterly or by exception to quality and safety sub-clinical leadership executive group, quality committee, and ICB

9.5.2 Completion of baseline assessments

  • How and who by: Review of centralised database by Clinical Effectiveness team.
  • Reported to: Care group meeting and quality and safety sub-clinical leadership executive group.
  • Frequency: Bi-monthly.

9.5.3 Completion of action plans

  • How and who by: Review of centralised database by Clinical Effectiveness team.
  • Reported to: Care group meeting and quality and safety sub-clinical leadership executive group.
  • Frequency: Bi-monthly.

9.5.4 POMH UK clinical audit results and NICE technology appraisals on identified medicines)

  • How and who by: Chief pharmacist via the trust wide medicines optimisation group (TMOG) and the care groups.
  • Reported to: Relevant trust forums, TMOG, medical audit meetings, professional network meetings, care group meetings, specialist service meetings
  • Frequency: As clinical audit results are published.

Document control

  • Version: 7.
  • Unique reference number: 321.
  • Approved by: Clinical policy review and approval group.
  • Date approved: 1 October 2024.
  • Name of originator or author: Clinical effectiveness lead.
  • Name of responsible individual: Chief nurse.
  • Date issued: 15 October 2024.
  • Review date: 31 October 2027
  • Target audience: All staff who in their course of their work undertake duties in relation to the implementation of NICE guidance. This includes staff working directly in clinical services as well as those working in a range of corporate services, including finance and contracting, performance and assurance, clinical audit, human resources and learning and development.

Page last reviewed: November 29, 2024
Next review due: November 29, 2025

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