NHS IMPACT Driver Diagram

Aligned to the five components of NHS IMPACT

The image is a flowchart titled "NHS IMPACT Driver Diagram" aligned to the five components of NHS IMPACT. It is rotated 90 degrees counterclockwise. The chart is divided into three main sections: Aim, Primary Drivers, and Secondary Drivers.


To mainstream continuous improvement across the NHS to improve patient outcomes, increase operational efficiency and achieve overall excellence in healthcare delivery.

Primary Drivers

Building a shared purpose and vision

Our workforce, trainees and learners understand the direction and strategy of the organisation / system, enabling an ongoing focus on quality, responsive and continued learning.

Investing in people and culture

Clear and supported ways of working, through which all staff are encouraged to lead improvements.

Developing leadership behaviours for improvement

A focus on instilling behaviours that enable improvement throughout organisations and systems, role-modelled consistently by our Boards and Executives.

Building improvement capability and capacity

All our people (workforce, trainees and learners) have access to improvement training and support, whether embedded within the organisation/system or via a partner collaboration.

Embedding improvement into management systems and processes

Embedding approaches to assurance, improvement and planning that co-ordinate activities to meet patient, policy and regulatory requirements through improved operational excellence.

Secondary Drivers

  • inclusive shared vision and purpose co-designed with local communities
  • embed shared purpose into everyday work
  • align improvement work to the shared purpose and vision
  • cross system learning and innovation
  • cultural readiness and shared values
  • invest in and support teams to own and lead improvement in their everyday work
  • leadership development strategy and Board development
  • create values driven leadership, stability and continuity of style and approach
  • senior and Executive leaders engaging in frequent huddles or workplace visits, coaching staff at the front line
  • establish an improvement methodology for use across your entire organisation
  • training Strategy with universal access to training and support
  • demonstrable impact through organisational focus on data
  • explicit management system that aligns the strategy, vision and purpose at Board level throughout workforce structures and functions
  • systems to identify and monitor early warning signs and quality risks, with clear processes to respond to these
  • board committed to owning and using this approach to manage the everyday running of the organisation

Theory of change

If we… adopt quality improvement as the primary method for addressing challenges.

We will…create optimum conditions for continuous improvement and high performance.

So that…we can provide high quality health and care services that meet the evolving needs of our population.