Creating A Resilient, Compassionate Organisation Clare Chapman, DirectorGeneral Workforce NHS and So

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Creating A Resilient, Compassionate
OrganisationClare Chapman, Director-General
WorkforceNHS and Social CareThe British
Association of Medical Managers Conference,
London Thursday 25th June
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Innovation and leadership
Almost all major contributions to improvement
are based on simple observations.
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Good intentions
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Variations persist
Source RCP Stroke Audit 2006
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Quality, Innovation and Productivity
High Quality Care for All
Improving Quality
Improving Productivity
Enabled by Innovation
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Leadership matters in high performing teams
High performing clinical teams

• Clearly understood common culture
• Clinical ownership of service expectations
• Excellent clinical leadership
• Management goals expressed as clinical benefits

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.and matters to patients
Clarity of objectives
Responsiveness
Support for innovation
Source 2009 Aston Business School
A 25 increase in team working is associated with
a 7 drop in mortality
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What our staff tell us
NHS Staff Survey 2008
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Local action national enablers
NHS Constitution
NHS Leadership
High Quality Workforce
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NHS Constitution

• The NHS works at the limits of science
  bringing the highest levels of human knowledge
  and skill to save lives and improve health.

• You should contribute to a climate where the
  truth can be heard and the reporting of, and
  learning from, errors is encouraged. (Staff
  responsibility)

• The NHS is an integrated system of organisations
  and services bound together by the principles and
  values now reflected in the Constitution. (NHS
  principle)

• The NHS commits to continuous improvement in the
  quality of services you receive, identifying and
  sharing best practice in quality of care and
  treatments. (Patient pledge)

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Leadership in the public sector
National
If ever there was a moment for leadership in the
Public Sector, this is it
Regional
Commissioners
Co-production
Employer
SHA
Subsidiarity
DH
Quality Innovation Productivity
Individual
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National Leadership Council
National Leadership Council
Chaired by NHS Chief Executive
NLC CORE MEMBERS
PATRONS
FACULTY OF FELLOWS
Prem Singh
Julian Hartley
Barbara Hakin
Mark Goldman
Elisabeth Buggins
Clinical Leadership
Emerging Leaders
Top Leaders
Board Development
Inclusion
PROGRAMME OFFICE
8 April 2009
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High Quality Workforce

• Leadership enabling culture change
• e.g. National Leadership Council, Leadership
  Awards
• Education supporting patient pathways
• e.g. Centre for Education Intelligence,
  Education Commissioning for Quality
• Staff health and well being leading the way
• e.g. Constitutional Pledge, Boorman Review
• Investment and recognition rewarding
  improvement
• e.g. Regional Innovation Fund, Innovation Prizes
• Partnerships enabling breakthrough
• e.g. HIECs, Office of Life Sciences, Innovation
  Centres

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Innovation and leadership
Almost all major contributions to improvement
are based on simple observations.