To establish and sustain an effective management system requires a system and providers to have developed, or at least be developing, all the other four components.
What this looks like in practice
- Develop an explicit management system that aligns with the strategy, vision and purpose of the organisation at board level and throughout all workforce structures and functions.
- Put systems in place to identify and monitor early warning signs and quality risks with clear processes of how to respond to these.
- Set up the management system as a way of operating that enables ongoing continuous improvement of access, quality, experience, and outcomes.
- Building a management system which allowed the organisation to respond to system and national priorities more easily as the organisation has a consistent and coherent management system which is used to organise all work.
- A committed board own and use this approach to manage the everyday running of their organisation. Evidence of how things are performing is visual and clear with progress easily trackable.
Examples of where this is happening in practice
East London NHS Foundation Trust
The quality system at East London NHS Foundation Trust (ELFT) incorporates quality assurance (including audit and implementation of best practice, such as NICE guidelines) alongside planning, control, and improvement. ELFT brings them together into a single quality system to meet their performance goals and improve care for people using services.
In 2022, ELFT won the global International Quality Awards quality team of the year award across multiple industries for its holistic approach to quality management.
Care Quality Commission
The CQC sees a clear implication and responsibility for the board of an organisation wanting to implement a quality management system based approach:
“…effective executive leadership for QI includes having a publicly available quality strategy, which designs QI into strategic plans. Quality is seen to be a priority at the board, in board meeting agenda and minutes. Two key features demonstrate what a commitment to QI looks like for the senior leaders:
- Firstly, there are structures in place to oversee QI work, with several executive directors involved in regular overview of a trust-wide QI strategy.
- Secondly, the executive team and clinical leaders can demonstrate their active involvement in leading improvement, supporting teams in their QI work and developing a practice and culture for QI to flourish in the organisation.