By ensuring everybody working in the system has the skills they need to make improvements every day, and the culture of compassionate and inclusive leadership that enables them to do so, the system will be able to meet the challenges it faces now and in the future.
Condition one — Leaders equipped to develop high quality local health and care systems in partnership
Improving local health and care systems requires senior system leaders to bring together a wide range of stakeholders, including patient leaders, to agree aims and plan changes. So system leaders need opportunities to train with leaders across professions, sectors, levels and places to be equipped with the skills needed to help deliver continuous improvement.
‘I know that the role of the registered manager can be isolating. I wanted to make sure the network was a success so other managers could access the sort of support that I was looking for.’
Laura Hambridge, Chair, Coventry Registered Manager Network
Condition two — Compassionate, inclusive and effective leaders at all levels
Leaders who model compassion, inclusion and dedication to improvement in all their interactions are the key to creating cultures of continuous improvement in health and care.
‘While the board itself gives impetus to the work, Aspire Together is very much "by the region for the region". Engagement is a huge part of our remit, and we will only get this kind of culture change right if we all work together in partnership. As we reflect on 70 years of our amazing NHS, it is also right that we look ahead to how we best "future-proof" our leadership capability for generations to come.’
Nick Carver, CEO, East and North Hertfordshire NHS Trust and Chair of the Midlands and East Regional Talent Board
Condition three — Knowledge of improvement methods and how to use them at all levels
All NHS-funded organisations across England, with regional and national partners, as well as primary, community and social care, should invest in building skills in quality improvement and continual learning among all their teams.
‘By developing education and training resources for care home staff that is transferable to care staff across the social care sector, we are empowering care staff with the information they need to provide the best care possible to residents.’
Christine Harger, Quality Assurance Manager, Sutton Clinical Commissioning Group
Condition four — Support systems for learning at local, regional and national levels
Sharing resources, knowledge and learning depends on building systems and networks locally, regionally and nationally. Supporting these networks will help teams working on improvement skill-building, leadership development and talent management, to connect with peers and experts in the UK and beyond.
‘Through collectively exploring our different perspectives in an encouraging, patient, respectful, and challenging manner, these relationships have already provided a richer understanding of the necessary service developments.’
Gail Mann and Heulwen Sheldrick, Clinical Leads, The Expert in Me
Condition five — Enabling, supportive and aligned regulation and oversight
Local organisations and systems are in control of driving their learning and improvement to suit the needs of their local communities. Regulatory and oversight bodies that set national priorities for local organisations and systems must allow them that control and give them the space and support they need to succeed.
‘Sessions have been held with 15 trust boards so far — all of whom have decided to move away from RAG reports and instead utilise statistical process control.’
Samantha Riley, Making Data Count