Improvement Delivery Team
Our aim is to teach, coach and deliver improvement-led change for the benefit of our population and colleagues. We’ll achieve this by:
- Providing specialised improvement and transformation expertise, using an improvement led approach to support both bottom-up and top-down priorities
- Promoting a culture of continuous improvement behaviours and habits, that are enabled by leadership and runs through everything we do
- Building capability in improvement, so that everyone is empowered with the knowledge and tools to make changes in their everyday work and in the things that matter most to our colleagues, patients and communities
- Networking and collaborating with other departments, groups and system partners to identify opportunities for improvement
- Facilitating the routine use of measurement for improvement principles to understand, track and improve performance
Improvement Led Delivery
The improvement-led framework we use to guide our work is below and this supports delivery of the national NHS Impact framework for continuous improvement in the NHS: NHS England » The five components of NHS IMPACT
Our governance group is the Transformation Board which reports into the Trust’s Finance, Infrastructure and Transformation Committee.
What is Improvement?
We want to embed a culture of continuous quality improvement across the organisation, to help us meet our vision of delivering high quality care for every patient, every day. This means empowering all colleagues to make improvements, using an approach that is consistent across the organisation.
We advocate the use of a systematic method and tools, which requires the expertise and involvement of both staff and patients to identify, understand and address complex problems. It involves a combination of problem solving, identifying and testing ideas, as well as measuring whether changes made have led to an improvement. Through a process of continual learning, we are able to learn from failures, adapt quickly and share successes.
We want to ensure that whatever changes are made are not forgotten about, but become new and improved ways of working. This could mean that patients are safer, staff are happier, or that there is less waste, for example.
As an organisation we are committed to equipping staff with the skills and techniques to undertake QI projects and supporting the sharing of continuous learning and improvements.
Our approach to Improvement
To support our improvement journey, we need to adopt a consistent approach to QI. At LGT we follow the Institute for Healthcare Improvement’s (IHI) Model for Improvement, as illustrated below:
