Clinical and care professional leadership in integrated care systems

Clinical and care professional leadership in integrated care systems
NHS Confederation 3 September 2021

• A thematic report from engagement events in March 2021 and mini literature review to inform guidance to support embedding system-wide clinical and professional leadership in all integrated care systems.

How might leadership roles evolve in integrated health and care systems?

How might leadership roles evolve in integrated health and care systems?
SCIE March 2021

• This report for the NHS leadership Academy explores some of the implications of the Long Term Plan and its supporting plans on leadership within local health and care systems, the roles that may emerge over time, and what knowledge, skills and support leaders need in the future. The report provides an overview of research carried out to better understand how leadership roles are changing in the health and social care leaders sector, especially in collaborative and integrated health and care systems.

Building and enabling digital teams

Building and enabling digital teams
NHS Providers 3 November 2020

• This publication aims to help trust leaders make the next step in the digital agenda and become truly digital organisations. It sets out the practical steps boards can take to build effective, open and responsive digital teams that will deliver transformational services. The second guide as part of the Digital Boards programme.

Learning from COVID-19 (NHSE/I Midlands Region)

Learning from COVID-19
NHSE/I Midlands Region September 2020

• Aim was to capture learning from the management of the COVID-19 incident based on thoughts of STPs/ICSs and the NHSE/I Midlands regional leadership using a written submission of their experiences of the last few months and then a review conversation with their leaders.
• Key themes and learning our findings and recommendations are structured under the following headings; 
• 1. Full system working 
• 2. A focus on place 
• 3. Continuous innovation, improvement, spread and adoption 
• 4. Using technology to improve care delivery 
• 5. Supporting the health and wellbeing of staff 
• 6. A new workforce – well led, flexible with talent shining through 
• 7. Addressing inequalities and supporting the most vulnerable 
• 8. A new relationship with the public 
• 9. Developing the NHSE/I relationship with the local NHS
• Appendices 6.1 Examples of Best Practice; 6.2 COVID-19 experience case studies

A New Era of Digital Leadership

A New Era of Digital Leadership
NHS Providers July 2020

• A guide designed to help boards build on momentum around digital transformation resulting from the COIVD-19 pandemic. The chapters cover the definition of digital; why digital transformation matter; pre-conditions for success; factors that help or hinder digital delivery; and lessons from other sectors.
• The first guide of the Digital Boards programme and part of the Health Education England Digital Readiness programme. 

NHS Reset

NHS Reset

• NHS Reset is a new NHS Confederation campaign to contribute to the public debate on what the health and care system should look like post COVID-19.
• The campaign will support leaders to:
• recognise both the sacrifice and achievements of the health and care sector’s response to COVID-19, including the major innovations that have been delivered at pace
• rebuild local service provision to meet the physical, mental and social needs of communities affected by severe economic and social disruption
• reset our ambitions for what the health and care system of the future should look like, including its relationship with the public and public services.

Reports:

• Getting the NHS back on track planning for the next phase of COVID-19, 10 June 2020 
• A discussion of the key challenges identified by NHS Reset: funding, capacity, rehabilitation, health inequalities, regulation and inspections, system working and managing public expectations.

Why healthcare leadership should embrace quality improvement

Why healthcare leadership should embrace quality improvement
BMJ 2020 ;368:m872doi: https://doi.org/10.1136/bmj.m872 (Published 31 March 2020)

• "Making quality improvement a core tenet of how healthcare organisations are run is essential to ensuring safe, high quality, and responsive services for patients."

Testing a theory of strategic implementation leadership, implementation climate, and clinicians’ use of evidence-based practice:

Testing a theory of strategic implementation leadership, implementation climate, and clinicians’ use of evidence-based practice: a 5-year panel analysis.
Implementation Sci 15, 10 (2020). https://doi.org/10.1186/s13012-020-0970-7

• Using data collected from 30 outpatient children’s mental health clinics in US hospitals across a 5-year period, this study shows that when first-level leaders increase their use of specific implementation leadership behaviours, they contribute to improvements in their organisation's evidence based practice implementation climate, which in turn contributes to increased use of evidence-based practice by clinicians.

Excellence in elective hip and knee surgery: what does it look like? A positive deviance approach

Excellence in elective hip and knee surgery: what does it look like? A positive deviance approach
Journal of Health Services Research & Policy January 2020, v25(1) page(s): 5-12

• Analysis of non clinical factors which influence patient outcomes at two high performing hospitals providing enhanced elective hip and knee replacement surgery. Five factors were identified including leadership, autonomy, relationships and communication, patient empowerment and resilience.

Abstract

Better care for Patients and Service Users

Better care for Patients and Service Users
NHS Providers October 2019

• This publication explores how 11 trusts have delivered improvements by exploring the leadership approaches and frontline initiatives that underpin improvements in quality. It takes, as a starting point, CQC ratings to demonstrate improvements in the provider sector.

AI in the NHS: Fad - or the future?

Artificial Intelligence in the NHS: Fad - or the future?
Royal Society for the encouragement of Arts, Manufactures and Commerce (RSA) 30 October 2019

• Report of a collaboration between the RSA and NHSX looking at the ways in which radical technologies, such as AI and automated decision systems are influencing commissioning and clinical practice in the health system. 
• The RSA undertook a series of interviews with actors across the NHS and the wider health system who are involved in the design, innovation, delivery, clinical management or implementation of AI. 
• Summary findings and recommendations to NHSX are: Patient adoption is key, Evidence is essential, Clinical champions are an important part of the AI proposition to help shift attitudes and practices so as to collectively build a culture of innovation.

Race at Work Charter

Race at Work Charter

DHSC 22 October 2018

• A new to goal to eliminate the ethnicity pay gap in the NHS has been announced, with black, Asian and minority ethnic (BAME) representation in senior leadership to match that across the
  rest of the NHS by 2028.
• Recent NHS ethnicity pay analysis revealed ethnicity pay gaps across the NHS.
• The Race at Work Charter will recognise organisations who sign up to the 5 calls to action from the McGregor-Smith review: one year on to:
• appoint an executive sponsor for race
• capture data and publicise progress
• commit at board level to zero tolerance of harassment and bullying
• make clear that supporting equality in the workplace is the responsibility of all leaders and managers
• take action that supports ethnic minority career progression
• DHSC arm’s length bodies, including NHS England, Public Health England and Health Education England, have signed up.
• In September 2020 the NHS became one of the first public sector organisations to publish breakdowns of pay for all staff by ethnic group, with some individual trusts already publishing their own data and taking action.

Leadership in today's NHS: delivering the impossible

Leadership in today's NHS: delivering the impossible
Kings Fund 18 July 2018

• This report is based on a survey of NHS trusts and foundation trusts carried out by NHS Providers in late 2017, qualitative interviews and a roundtable event with frontline leaders and national stakeholders.
• The survey showed that leadership vacancies are widespread, with director of operations, finance and strategy roles having particularly high vacancy rate and short tenures. 
• A culture of blaming individuals for failure is making leadership roles less attractive. Organisations with the most significant performance challenges experience higher levels of leadership churn.
• It is suggested that national programmes should target professional roles where concerns over the pipeline of future leaders is greatest. Regional talent management functions – largely absent since the abolition of strategic health authorities – should be rebuilt in the new joint NHS England and NHS Improvement regional teams. 
• To help ensure these roles are attractive in future, national bodies should better model the behaviours they expect in local leaders, the expectations of ‘what good looks like’ should be more clearly articulated, and NHS leaders themselves should be treated more humanely.