transforming community services: staff engagement and clinical leadership nhs leeds innovation in...
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Transforming Community Services: Staff engagement and clinical leadership
NHS Leeds Innovation in Community Services – Transforming Community Services
Shelagh MorrisAllied Health Professions Officer
Next Stage Review
The ‘quality journey’
Building capacity in the system
Introducing the reforms
High quality care for all
1
23
• NHS Plan saw greatest investment in the history of the NHS• More clinicians, better facilities
• Patient choice and payment by results
• Foundation trusts• Stronger commissioning
• NHS Next Stage Review local clinical visions, national enabling report and NHS Constitution
All advanced health systems face significant challenges
Ever higher
expectations
Advances in
treatments
Demand driven by
ageing
Changing NHS and
Social Care workplaces
Health in an information
ageChanging nature of disease
Changes in healthcare and society
Quality at the heart of
the NHS
High quality care for
patients and the public
Freedom to focus on quality
High quality care for all
• Ensuring consistently excellent and personalised services for people
• Stronger involvement of clinicians in decision making at every level of the NHS
• Fostering a pioneering NHS
• Empowering frontline staff to lead change that improves quality for patients
• Valuing the work of NHS staff
• Help to stay healthy
• Empowering people and communities
• Most effective treatments for all
• Keeping patients as safe as possible
Our vision for high quality care
Transforming Community Services
High QualityCare
Improving Services Reforming
Systems
Dev
elo
pin
g
Peo
ple
Consistently excellent and personalised services for people
Empowered communities that
achieve best health outcomes
Enabled staff to lead
transformation
Significantly improve community services so that they can provide modern and responsive care of a consistently high standard
4 guiding principles for implementing the Next Stage Review
•Co-production
•Subsidiarity
•Clinical ownership and leadership
•System alignment
4 Key themes
• Quality
• Innovation
• Productivity
• Prevention
Implications for clinicians
• A refocus on quality of care
• Not being ‘a target’ is not an excuse for not ‘measuring’
• Attention to demand/supply and processes but, more importantly, patient experience and clinical outcome
• Greater freedom but enhanced accountability
• The spotlight is shifting to primary care and community services, and from acute/elective care to long-term conditions
• The need for a more flexible and responsive workforce
• An even greater shift in the balance of power towards the patient
Leadership
“We are extremely lucky to already have fantastic leaders throughout the NHS. But if we are to realise our vision of an NHS that puts quality at the heart of everything it does, we need to embrace more leaders from all levels in the service and from a wider range of backgrounds.”
David Nicholson, NHS Chief Executive
Leadership
• Leadership Council– Key areas of work
• Gathering intelligence and evidence • Setting standards • Taking a strategic role in commissioning
leadership development programmes • Ensuring that leadership capacity is
improved across the NHS
