Part 2 of 4. David Fillingham of AQuA presents 'Building an improvement movement' through the alliance's key learning and priorities.

1. So.....
•The NHS urgently needs to find a way to
deliver better health and better care at lower
cost
•What can we can learn from the best in
healthcare and other sectors to help us do
this?
•What do improvement leaders do?
•How can we build a movement to support
transformation? 1

2. 2
There is a growing evidence base on what makes for a great
healthcare organisation…

3. 3

5. These 5 touchstones are what we want all of
our members to aspire to over the next 5
years:
Leaders at all
levels who
understand how to
improve quality
and manage
change effectively
A robust health
and quality
improvement
strategy with
measurable
aims and
co-ordinated
improvement
programmes
Investment in
developing the
skills to improve
quality and lead
change across
the entire
workforce
A style of
leadership that
will support and
enable front line
staff to improve
the work they
do on a daily
basis
Staff, patients, carers and local people working together in partnership to
transform care across whole systems
Our 5 Year Vision

6. Who are your favourite leaders?
What makes them great?
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7. 7

8. “Men wanted for hazardous journey.
Small wages, bitter cold, long months
of complete darkness, constant danger.
Safe return doubtful. Honour and
recognition in case of success.”
Quoted in “Shackleton’s Way” by Morrell and Capparell
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10. 10

11. Over an eighteen month period (2007/8):
• Mortality reduced by 23%
• Length of stay reduced by 24%
• Stroke Sentinel Audit Score increased to 92%
• Staff sickness reduced to 3% from 15%
• Awards and publicity
• National Clinical Director visit
• Very positive patient and carer feedback
Stroke Team – Improvement Results
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12. The Stroke Team
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13. Developing Leaders for Improvement
Change Management
Setting bold aims
Personal Effectiveness
Improvement Methods
Resilience
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14. Setting bold aims
• What’s the current quality of your service?
• What does ‘best’ look like… what are your goals for
improvement?
• How do you “put the patient in the room” and
involve them in improvement?
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