Title of driver: Developing People – Improving Care: A national framework for action on improvement and leadership development in NHS-funded services.

Source: National Improvement and Leadership Development Board

Impact on library policy/practice:

• Library staff should take up the opportunity to attend training which their organisations provide, to develop leadership and talent management skills for the benefit of themselves, their library services and for when working with other libraries and services in wider projects.

• There may be increased interest in the resources the library can provide to support the in-house development of leadership, talent management, systems leadership skills and training courses. Some libraries may wish to expand their collections in these areas.

• Libraries may be able to highlight how their provision of literature searching skills training, literature search services and inter-library loan services can ease access to leadership and improvement resources; which the framework indicates can be difficult to access.

Link to main document:

https://improvement.nhs.uk/uploads/documents/Developing_People-Improving_Care-010216.pdf

Summary: https://improvement.nhs.uk/uploads/documents/10591-NHS_-Improving_Care-Summary.pdf

Publication format: PDF

Date of publication: 1 December 2016

Summary of driver: This is the framework developed by 10 organisations that form the National Leadership and Improvement Board, to guide the development of compassionate leadership, systems leadership, quality improvement and talent management skills amongst NHS staff.

This is the first version of the framework – further regular updates are envisioned.

Key features of driver:

• This is a framework for developing the skills of NHS funded staff at all levels, in clinical and non-clinical roles; and will in future include social care staff.
• The focus is on developing leadership and improvement skills and knowledge to close gaps identified in the NHS Five Year Forward View:
  • Systems leadership, for cross boundary working and joining up healthcare systems,
  • Quality improvement methods knowledge
  • Compassionate and inclusive leadership
  • Talent management

• The ultimate aim is that these capabilities will later be represented in senior leadership and management teams.

 

• These skills should result in continuous improvement of the healthcare system, patient care, improve population health and value for money, and will develop future leaders.

• Local organisations are tasked with reviewing their people development strategies, priorities and budgets so that these capabilities can be developed; primarily by: using their existing funding, developing training in-house and sharing knowledge and experience amongst themselves.

• National oversight bodies see their role as providing to support, supporting structures and schemes, and guidance for the development of these skills.

• The framework lays out a series of actions for the next 12 months and for 1 – 3 years’ time for national oversight bodies to provide this support, build networks and develop national leadership and management schemes. These actions are mainly for: NHS England, Health Education England, NHS Leadership Academy, NHS Equality and Diversity Council, NHS Improvement, Care Quality Commission, Department of Health and the National Improvement and Leadership Development Board.

Primary audience: Senior managers in NHS organisations and partners, and the organisations making up the National Leadership and Improvement Board.

Date last updated: February 2017

Due for review: February 2018

Group member responsible: FG

Tagged: Education and training, Improvement, Leadership, Quality and Improvement, Talent management