Hardwiring quality improvement into your trusts culture Chair

Hardwiring quality improvement into your trust’s culture Chair: David Fillingham, Consultant Speakers: Will Warburton, Director of Improvement, Health Foundation Dame Jackie Daniels, Chief Executive, Newcastle-upon-Tyne NHS Foundation Trust Siobhan Moran, Director of Quality Improvement, Salford Royal NHS Foundation Trust

Speaker: Will Warburton, Director of Improvement, Health Foundation

The improvement journey Why organisation-wide improvement in health care matters, and how to get started October 2019

Why does it matter? A coordinated, aligned organisational improvement approach: • Avoids safety risks of siloed microsystem level improvement • Enables efficient use of staff time and resources • Provides means to tackle ‘big and hairy’ systemic problems • Enables creation of workplace culture conducive to improvement

What needs to be in place? Leadership and governance: visible board leadership; improvement activity aligned with organisational strategy Infrastructure and resources: data and resources available at team level to plan and deliver improvement Skills and workforce: improvement capability building programme Culture and workforce: supportive, collaborative and inclusive workplace culture

The improvement journey 1 4 Assessing readiness 2 Securing board support Developing improvement skills and infrastructure 5 Aligning activity 6 Sustaining an organisation-wide approach 3 Securing wider organisational buy-in

1 Assessing readiness • • How ready is your organisation for improvement, in terms of its learning climate, infrastructure, governance and leadership? Tools are available to help you assess your readiness and address any gaps.

2 Securing board support • • The board must be confident in and committed to the organisation’s improvement vision and to building the skills and infrastructure needed. A strong clinical voice at board level will help.

3 Securing wider organisational buy-in • • Staff at all levels need the permission, confidence and time to engage in improvement. Consider building momentum in stages, working first with a few improvement enthusiasts then encouraging others to follow.

4 Developing improvement skills and infrastructure • • Teams will need the capability and resources to support improvement. Develop systems for measuring the impact of improvement, and make sure teams have the skills to make full use of them.

5 Aligning activity • • As the improvement programme grows, aligning activity with the organisation’s overall strategy is key. Making sure that clinical, managerial and corporate teams are pulling in the same direction should help overcome barriers to improvement.

6 Sustaining an organisation-wide approach • • It takes time for an improvement programme to embed. Maintaining momentum takes as much effort and skill as getting started. The board must stay focused and supportive in the face of external pressures, despite the uneven pace of improvement.

Thank you

Speaker: Dame Jackie Daniels, Chief Executive, Newcastle-upon-Tyne NHS Foundation Trust

Liberating our potential Dame Jackie Daniel, Chief Executive

Creating a climate for people to Flourish

Our Vision & Values Patients People Partnership s Pioneers Performanc e

Flourish Creating the environment for every single member of staff to flourish is the cornerstone to liberating our potential.

Thank you & questions

Speaker: Siobhan Moran, Director of Quality Improvement, Salford Royal NHS Foundation Trust

Don’t Make the Mistake of… 1. Coming up with the perfect strategy 2. Thinking QI is a 1 -day course 3. Choosing a method (well, sort of) 4. Thinking QI is magic 5. Thinking you have it sorted

In pairs • • • Which step of the improvement journey is your organisation currently at? What key successes have enabled the organisation to get there? What is needed now to move to the next step?

The improvement journey 1 4 Assessing readiness 2 Securing board support Developing improvement skills and infrastructure 5 Aligning activity 6 Sustaining an organisation-wide approach 3 Securing wider organisational buy-in