1. Summary 4th Oct

2. Supporting the NHS to deliver, transform and improve
NHS long term plan
NHS 5 year delivery plan
Local system transformation
Enablers
Joint working across NHS England and NHS Improvement:
a new operating model to support single system leadership
Ongoing NHS delivery
Through integrated working, we are setting ourselves up to better support the NHS to deliver improved care for patients by:
Focusing more clearly on the areas that add value – working to a shared set of priorities that will add real value to local systems, including building new capabilities where we currently have gaps.
Streamlining our activities and processes and reducing cost – moving to a ‘one-system approach’ through single regional teams and integrated functions, like finance, and reducing the inefficiencies that come from having parallel commissioner/provider focused processes.
Shifting focus to system leadership – focus on building system leadership to improve and transform quality of care, efficiency and health outcomes.
NHS Improvement

3. Future Operating Model
Joint working programme: implementation timeline
August
September
October
November
December
January
February
March
April
Future Operating Model
Exec CEO-1 Phase 1
Go/No Go Decision
– 23 Oct
Op Model & ESM Structure Design Complete – 17 Oct
ESM Consultation Ends – 22 Dec
Issue Notice – 8 March
Confirmation of no change appointments & ESM Consultation Starts – 7 Nov
Finalise Top Level Operating model
Prepare JDs
Prep Consult.
Consultation (45 days)
Review
Ring Fence & Slot Ins
Notice period (6 months for ESM)
Ongoing Business Process, Systems and Organisation Design
Operational Process Design (early roll out of quick wins)
Go Live
Advert
Interviews
Appointments

4. These design principles are guiding the development of our operating model
Simple
Efficient
Aligned
Practical
Collaborative
Adaptive
Wherever possible, we have a single point of accountability for any responsibility
The processes and structures for carrying out any activity involve the minimum number of steps, of handovers between functions, and everyone involved is clear about how to get things done in their area
We are committed to removing duplication and doing things once where possible
Following the funding settlement and ambition for the long term plan, we must have a sharper focus on improving productivity and efficiency
We speak with one voice
We ensure our messages are consistent, internally and externally
We engage with the broader healthcare system to ensure our approaches work for those delivering care to patients
We are joint and equal partners learning from each other and creating the right shared vision, culture and behaviours
We actively seek input and feedback from each other and from our stakeholders on our policies and activities
Our structures and processes are designed to adapt to changing circumstances
We build learning into all our major processes
NHS Improvement

5. Two regions

6. Next steps
2 regions, 2 Regional Medical Directors (with NHSE and NHSI responsibilities) and system oversight
Probable start April 2019
In each region
One team
One plan
One voice

7. The Long
Term
Plan