Operational productivity – expanding to community and mental health

We have now commenced our review into community and mental health trusts, building on the approach of the Carter report on operational productivity and performance in NHS acute hospitals.

As Lord Carter was finalising his report, he was contacted by many community and mental health trusts who expressed willingness to be involved in a similar detailed approach.

In his role as a Non-Executive Director in NHS Improvement, Lord Carter is overseeing and steering our review. His intention is to follow a similar structure and methodology of his original acute review, with some significant tailoring to community and mental health.


Review aims

The engagement that we will undertake in developing our findings will look to understand:

  • how organisations in mental health and community trusts operate
  • what good looks like
  • what approaches to improving productivity and efficiency are already in place and what opportunities there are to drive these further
  • what metrics and indicators are required to support the development of the model for these sectors

Mirroring the approach taken in the acute sector review, we have set up a cohort of 23 trusts across both community and mental health with which more detailed engagement will be focussed over the initial stages of the review process over the next six months.

We are also looking at the scope to extend this review to all remaining providers including ambulance trusts and specialist acute trusts.


Sharing findings

As we develop our understanding, we will feed these into discussions with trusts. This will enable us to jointly scope, iterate and finalise the findings of the review and specify the benchmarking criteria for an “optimal model” NHS community or mental health care trust. Some of this will take place by linking the community and mental health trusts to the ongoing implementation of the acute review, but of course there will be many areas where we will need to jointly produce recommendations and solutions that are tailored to the varied work you undertake.

In addition, we will be providing updates on our progress and thinking as it develops at regular intervals and after significant milestones. We will also be doing some Board level engagement throughout the review process, and will discuss our findings with all organisations before they are published in the autumn of 2017.

If your trust is not part of our initial cohort and you are keen to feed your examples into the review, please contact our team at nhsi.sectordevelopment@nhs.net.

Please also get in touch if you would like to be provided with more information on our approach, and have your name be added to the operational productivity distribution list which provides updates on the Carter programme as a whole. We would also welcome any specific suggestions, concerns or more general points you may wish to feed in.


List of cohort trusts

2Gether NHS FT

5 Boroughs Partnership NHS FT

Barnet, Enfield and Haringey Mental Health NHS Trust

Birmingham Community Healthcare NHS FT

Central and North West London NHS FT

Central London Community Healthcare NHS Trust

Derbyshire Community Health Services NHS FT

East London NHS FT

Hertfordshire Community NHS Trust

Hertfordshire Partnership University NHS FT

Kent Community Health NHS FT

Lancashire Care NHS FT

Leeds Community Healthcare NHS Trust

Leicestershire Partnership NHS FT

Lincolnshire Partnership NHS FT

Norfolk Community Health and Care NHS Trust

Northumberland, Tyne and Wear NHS FT

Nottinghamshire Healthcare NHS FT

Oxford Health NHS FT

South West London and St. George's Mental Health NHS Trust

Sussex Partnership NHS FT

Torbay and South Devon NHS FT

Wirral Community NHS FT


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