The provider task to 2020 is extremely stretching and ambitious
This requires providers to increase their capability by improving leadership and engaging staff fully to maximise their contribution, as well as improving technology, innovation and research.
We support providers to deliver
A combination of focused service improvement and a change to the culture and leadership environment is needed to address unwarranted variations in quality, access and efficiency between and within providers.
To support this, we will:
- support all trusts to develop the capability to improve and apply evidence-based improvement methodologies
- encourage providers to actively engage patients in improving services
- scale up and spread the learning from providers more systematically
- support the coaching and mentoring of new leaders and create a cadre of interim executive leaders to stabilise the most challenged providers
- continue to provide dedicated support and development for providers in, or at risk of being in, special measures, including senior leadership capacity and buddying
- support long-term capability-building
- support providers in implementing the recommendations of the Carter Review. We will also be working with non-acute providers to apply similar methodologies and tools to these sectors
We will monitor and evaluate the effectiveness of this support, and seek to refine our methods based on evidence of what works to
support improvement, including through feedback from providers.
We support leaders and rapidly share good practice
Some of the current approaches to improvement which best exemplify the models we want to test and develop going forward include:
- the culture programme which aims to provide resources for providers in the NHS to work on culture using the principles of collective leadership
- the Emergency Care Improvement Programme which seeks to provide practical, hands-on support to providers and health systems in addressing a key improvement priority
- the Virginia Mason Institute’s work with five NHS trusts which focuses on long-term capability building, use of proven improvement techniques and deep-rooted cultural change to unlock improvement, even in very challenged providers
- the programmes we have developed with NHS Providers and the NHS Leadership Academy to increase the pipeline of well-qualified provider chief executive candidates and support newly appointed chief executives.
We support providers at system level
- create an environment for provider success and address sector-wide issues through national policy, pricing and other levers
- collaborate, instinctively and naturally, with NHS England and Care Quality Commission (CQC) at national, regional and local levels
- speak with one voice to the service, aligning approaches with NHS England and CQC to ensure that our collective messages and actions present a consistent set of priorities