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Creating and leading a quality improvement culture at scale

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Current models of health and social care in Highland are not sustainable. The combined impacts of our ageing population, reducing workforce, problems with recruitment and financial pressures mean that the way we provide health and social care has to change. Despite the best efforts of staff, the current ways of working are not matched to future requirements; our models of care are also not as safe as they could be and are no longer sustainable or affordable. Better quality care is safer, more person-centred and can also cost less. By reducing harm, waste and unwarranted variation across the health and social care systems, it is possible to increase quality, and at the same time reduce costs. Embedding new ways of working with front-line staff to make such changes in their practice, however, has been challenging. In this article we explore some of our approaches and learning around delivering and embedding quality improvement at scale during times of significant financial pressures. Maintaining a consistency of leadership to support coaching, as well as rigorous adherence to a chosen improvement methodology we believe are important elements of success.
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Keywords: Highland; Lean; integration; leadership; quality improvement; remote and rural

Document Type: Research Article

Publication date: October 1, 2017

More about this publication?
  • Management in Healthcare is the major new professional journal publishing in-depth, peer-reviewed articles and case studies on leadership, administration and management in healthcare. Content will be written by and for healthcare management professionals and researchers with no advertising or sales pitches.

    Each quarterly 100-page issue – published in print and online – will feature detailed, practical articles on key business issues which cut through the deluge of information facing healthcare management professionals to showcase the latest thought leadership in how to deliver more with less resources while at the same time improving healthcare quality, along with actionable advice and ‘lessons learned’ from fellow healthcare managers to put that strategy into practice. It will not publish advertising but rather detailed analysis of new thinking and practice at a wide range of healthcare providers worldwide for readers to benchmark their organization against, with every article being peer-reviewed by an expert Editorial Board to ensure that it focuses on the healthcare manager’s perspective, the challenges they face and how they can tackle them.

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