The “Developing People – Improving Care” framework for continuous quality improvement and leadership development in NHS and social care services has been published by NHS Improvement. It aims to promote developments in main four areas:
- Systems leadership: particularly to work on better integration of “joined-up” health and care systems for local communities.
- Quality improvement: to develop approaches which draw on staff and service users’ knowledge / experience, in order to improve service quality and / or operational efficiency.
- Inclusive and compassionate leadership.
- Talent management in NHS-funded services.
Continuous improvement in care for people, population health and value for money has been analysed to involve five conditions; each with a number of corresponding actions for their planned achievement:
(i) Condition 1: Leaders equipped to develop high quality local health and care systems in partnership.
- Supporting development of system leadership capability and capacity.
- Developing and implementing strategies for leadership and talent development.
(ii) Condition 2: Compassionate, inclusive and effective leaders at all levels.
- Developing compassionate and inclusive leadership for all staff at every level.
- Embedding inclusion in leadership development and talent management initiatives.
- Supporting organisations and systems to deliver effective talent management.
- Improving senior level recruitment and support across NHS-funded services.
(iii) Condition 3: Knowledge of improvement methods and how to use them at all levels.
- Building improvement capability among providers, commissioners, patients and communities.
- Embedding improvement and leadership development in curricula, revalidation and award schemes.
(iv) Condition 4: Support systems for learning at local, regional and national levels.
- Ensuring easy access to improvement and leadership development resources.
- Supporting peer-to-peer learning and exchange of ideas.
(v) Condition 5: Enabling, supportive and aligned regulation and oversight.
- Creating a consistent supportive regulation and oversight approach.
- Streamlining and automating requests for information.
- Balancing measurement for improvement and judgement.
Developing people – improving care: a national framework for action on improvement and leadership development in NHS-funded services. London: NHS Improvement, December 2016.
There is also an Executive Summary.
A related press release:
Developing people, improving care: a national improvement and leadership framework for the NHS. [Online]: King’s Fund, December 1st 2016.
West, M (2016). Wisdom, vision and courage are needed to develop people and improve care. [Online]: King’s Fund, December 1st 2016.
Smith, E. (2015). Review of centrally funded improvement and leadership development functions: final report of review on behalf of NHS England, Monitor, NHS Trust Development Authority, Health Education England, Public Health England and the Care Quality Commission. London: NHS England, March 2015.
Example track record bodes well?
Deloitte Report (2016). The Royal Wolverhampton NHS Trust: independent review of governance and leadership. London: Deloitte LLP (“Deloitte”), NHS Improvement (NHSI) [and] Royal Wolverhampton NHS Trust, November 9th 2016.