Does the board help support continuous learning and development across the organisation?

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What to cover in your response

Describe how the board takes a proactive approach to improving quality, sets stretching performance objectives and is able to demonstrate how reviewing quality information has resulted in actions which have successfully improved quality performance.
Describe how the strategic planning process reflects the board’s commitment to continual improvement.
Can the Board articulate the trust’s quality and other improvement initiatives and is it actively engaged in their delivery (eg some initiatives led personally by board members)?
Do the board, leadership groups, directorates, divisions, departments, teams and all individual staff have clear, prioritised objectives focused on improvement, which are consistent with the vision and values of the trust?
Is quality communicated effectively across the organisation (eg, monthly newsletter, intranet, notice boards regularly feature articles on quality)?
Do staff consider they work in an environment where they feel empowered and the culture supports and rewards the generation and implementation of new ideas and new ways of thinking to encourage innovation and organisational development?
Describe the arrangements are in place for leadership and front-line staff to review performance against targets and then update targets for continual improvement on an ongoing basis.
Describe operational performance improvement processes in place and measures to ensure the board reviews the outcomes of this work, actively encouraging staff to look at how they can continually improve the way that they work (processes, pathway deployment, etc).
Describe how the board seeks to improve services by looking at best practice across the healthcare sector and, where appropriate, uses benchmarking as a way of evaluating the services being delivered.
Can the Board monitor this improvement via clearly defined, communicated and measured metrics?
Describe how the Trust measures its success or the progress of innovations and sees failure not as a negative but a learning experience.
Are staff encouraged to participate in quality/continuous improvement training and development?

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Does the board help support continuous learning and development across the organisation?

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