Transforming Community Services: Staff engagement and clinical leadership NHS Leeds Innovation in Community Services – Transforming Community Services Shelagh Morris Allied Health Professions Officer

Next Stage Review

The ‘quality journey’ Building capacity in the system Introducing the reforms High quality care for all 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 age Changing 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 Quality Care Improving Services Reforming Systems Developing People 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

Bulletins

Thank you……..