This resource is targeted at NHS boards, especially the chairs of NHS boards. It recognises the important role chairs play in shaping the way members interact, behave, and set priorities – in short, how they establish the culture of a board.
The guide is not about how boards become more ‘representative’. Instead, it is about how a board uses the talents of everyone who sits round the table. It is about how boards capitalise on their diversity.
Establishing quality improvement approaches which actually work has much to do with suitable leadership and organisational culture, according to a new King’s Fund report.
This report explores the factors that have helped organisations to launch a quality improvement strategy and sustain a focus on quality improvement. It identifies three common themes for successfully launching a quality improvement strategy: having a clear rationale; ensuring staff are ready for change; understanding the implications for the organisation’s leadership team in terms of style and role.
The report finds that NHS leaders play a key role in creating the right conditions for
quality improvement. Leaders need to engage with staff, empower frontline teams to
develop solutions, and ensure that there is an appropriate infrastructure in place to
support staff and spread learning.
Full reference: Jabbal, J| Embedding a culture of quality improvement | Kings Fund
The National Engagement Service (NES) has developed an infographic to promote understanding of the service.
Including useful statistics and helpful information about the work of the team, the infographic explains how the service supports senior leaders on workforce issues, in order to drive up organisational effectiveness and the quality of care for patients. Delivering engagement across the country through regional networks by:
connecting with HR directors to share best practice and learning
ensuring that stakeholders are kept up to date on current issues and key developments
highlighting opportunities where stakeholders can influence and shape policy
stimulate discussion and innovation among HR professionals.
The NHS trust board good governance maturity matrix is designed to help NHS trust boards to self-assess whether they are achieving the expected desirable outcomes of good governance practice. | Good Governance Institute
There are a number of ways this matrix can be used by NHS organisations:
as an assessment tool to agree current status
as a developmental tool at a board development workshop, whereby members of the board could ‘vote’ where they felt the trust is on the matrix and then, through a facilitated discussion, agree a group decision about current scorings and developmental aspiration within a given timeframe
as a benchmarking tool to enable the comparison of NHS organisations and to identify examples of good practice that other NHS trusts could learn from
Despite the advances of recent years, two recent reports, Women in finance and Women on boards: 50:50 by 2020, once again draw attention to the problems women still face in obtaining senior leadership positions within the NHS and outside it | The King’s Fund
Women in finance is about fairness, equality and inclusion for women and men. It is predicated on a desire for gender parity and a balanced workforce because, as the evidence makes clear, this improves culture, behaviour, outcomes, profitability and productivity. However, the current situation in the financial services sector is quite different; more women than men start out in financial services but many women fail to move up the management scale. This leaves almost all the top jobs in the hands of men. The main reason for this, it appears, is organisational culture.
One study conducted in 2016 across a wide range of employment sectors found that unsupportive workplace cultures still present the most significant barrier to career progress for women. Amazingly this was the case for female respondents in the 20-29 age group as well as for older respondents. Gender inequality and discrimination were reported, as were difficult colleagues and managers, bullying, undervalued work, and women feeling that they have to over-perform simply because they are female. Recommendations following this study included building closer relationships between men and women in the workplace, and the provision of opportunities to discuss gender issues experienced within the organisational culture.
Reviewing the culture of NHS trusts and addressing disconnects between clinicians and managers within the organisation is key to improving care, a new CQC report has revealed. | Care Quality Commission | via National Health Executive
The document examines how a number of different trusts improved care and subsequently their CQC rating by making simple changes to how services were run.
During its study, the inspectorate found that engaging with staff and allowing for open and honest conversations was vital to making improvements to care delivery.
The CQC also discovered that successful trusts tended to make their chief executives and senior staff more visible by having them spend more time on the ‘shop floor’ – meeting staff and setting up regular channels of communication. The report also highlights the increasing challenges faced by trusts.