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.

Healthcare Leadership Model app

Healthcare Leadership Model
NHS Leadership Academy

• The Healthcare Leadership Model aims “to help you become a better leader in your day-to-day role.” It is suitable for all settings across the NHS. The model is made up of nine leadership dimensions, which you can explore in your own time, at your own pace, and includes an self assessment tool. There is a new app to allow you to record observations.

A new era of digital leadership

A new era of digital leadership
NHS Providers July 2020

• This guide has been written for board members of all types of NHS trust to support them in the new era of digital leadership required by the pandemic. It outlines how digital issues impact on strategic and operational concerns for executives and non-executives. It explains the issues and trade-offs that leaders should be considering, provides examples of good practice - from the NHS and beyond - of how other organisations have addressed them, and sets out some of the difficult questions that boards will need to address.
• Part of the Health Education England Digital Readiness Programme.

From place-based to place-led: a whole-area approach to integrating care systems

From place-based to place-led: a whole-area approach to integrating care systems
NHS Confederation 23 March 2020

• This paper describes the essential role of place-based approaches in taking forward the NHS reform agenda.
• Based on interviews with senior leaders, it seeks to provide further insight into how local systems can make progress in designing and delivering place-based, integrated care. In particular, it describes what system leaders can do to make this happen.

How to build effective teams in general practice

How to build effective teams in general practice
Kings Fund 9 January 2020

• Insights from Kings Fund research, policy analysis and leadership practice.

Leading for integrated care: 'If you think competition is hard, you should try collaboration'

Leading for integrated care: 'If you think competition is hard, you should try collaboration'

Kings Fund 27 November 2019

• This report reflects the views of 16 chairs and leads of both STPs and ICSs on the challenges required for the development of integrated care systems (ICSs) in establishing more collaborative working and joined-up care for patients and their local populations. These leaders are clear about the skills needed to create an ICS, but highlight issues around governance, accountability, whether legislation is needed and the pipeline of future system leaders.

Developing PCNs and their clinical leaders

Developing PCNs and their clinical leaders [Podcast Robert Varnam]

• Ockham Health 6 October 2019

Robert Varnam [Head of General Practice Development at NHS England] discusses the development of Primary Care Networks and how the learning needs of PCN clinical leaders might be identified and met.

The improvement journey

The improvement journey: Why organisation-wide improvement in health care matters, and how to get started
Health Foundation May 2019

• A practical guide to developing an organisation-wide approach to improvement. It summarises the benefits of such an approach and outlines the key elements and steps that NHS trust leaders should adopt when pursuing this agenda.

Getting it Right in Leadership: learning from the GIRFT experience

Getting it Right in Leadership: learning from the GIRFT experience
GIRFT April 2019

• This pack offers and insight into a number of trusts which demonstrate innovative and exemplary leadership . Models include a "ward to board" approach, incentivising clinically led cost improvement programmes, hospitals working together, triumvirate leadership model, standardising patient expertise and case across hospitals.

Devolving healthcare services redesign to local clinical leaders: does it work in practice?

Devolving healthcare services redesign to local clinical leaders: does it work in practice?
J Health Organ Manag. 2019 Mar 28;33(2):188-203.

• Investigation into the impact of policy changes resulting from the 2012 Health and Social Care Act on instances of service redesign by local leadership.

Abstract

Developing People - Improving Care - an update

Developing People - Improving Care
NHS Improvement, 1 December 2016 updated 13 February 2019

• An evidence-based national framework to guide action on improvement skill-building, leadership development and talent management for people in NHS-funded roles. 
• The framework guiding actions on improvement skill-building, leadership development and talent management will help create five conditions common to high quality, high performing health and care systems in every local health and care system in England. 
• The five conditions are:
• Condition 1: Leaders equipped to develop high quality local health and care systems in partnership.
• Condition 2: Compassionate, inclusive and effective leaders at all levels
• Condition 3: Knowledge of improvement methods and how to use them at all levels
• Condition 4: Support systems for learning at local, regional and national levels
• Condition 5: Enabling, supportive and aligned regulation and oversight.

Clinical leadership — a framework for action

Clinical leadership — a framework for action
NHS Improvement 31 January 2019

• This guide provides a framework for action, to help leaders working on clinical leadership gain new perspectives on what might be standing in the way of progress, sets out legal and policy considerations, and poses key questions for senior leaders trying to increase the involvement of clinicians at board level. 
• It includes vignettes that show how people are already tackling some common barriers and a compendium of case studies (all relate to acute or community trusts).

Driving forward system working: a snapshot of early progress in collaborative commissioning

Driving forward system working: a snapshot of early progress in collaborative commissioning
NHS Clinical Commissioners, NHS Providers 14 December 2018

• This report explores the changing relationship between commissioners and providers in the context of system working. It highlights a number of common success factors that are facilitating system working:
• Strong collaborative and clinical leadership that transcends organisational boundaries and is focused on delivering care to meet the needs of a local population.
• Establishing ‘one version of the truth’ that can drive honest open and honest conversations.
• Supporting staff to work flexibly across systems, potentially pooling resources or appointing joint posts.
• Involving all system partners, including local authorities and the voluntary and independent sectors.

Empowering NHS leaders to lead

Empowering NHS leaders to lead
DHSC 28 November 2018

• Sir Ron Kerr looks at the key challenges faced by executive leaders across the NHS and makes recommendations on how best to support NHS leaders around expectations, support, alignment of performance expectations and administrative burden.

Leadership in integrated care systems

Leadership in integrated care systems
SCIE November 2018

• This paper is based on findings from interviews with systems leaders and a review of the literature. The NHS Leadership Academy commissioned SCIE to undertake this research to further expand the understanding of systems leadership and leadership of integrated care systems. 
• The research will inform the Leadership Academy’s long-term plans for supporting leaders in integrated care systems.
• [Free registration required]

Barriers and enablers for clinicians moving into senior leadership roles

Barriers and enablers for clinicians moving into senior leadership roles: review report
Faculty of Medical Leadership and Management (FMLM) for DHSC, 15 November 2018

• This report sets out the findings of a review into how we can increase the numbers of clinical professionals taking up the most senior leadership roles in the NHS.

Source4Networks

Source4networks

• "a free platform committed to curating and sharing the most comprehensive and best knowledge around network leadership in health, social care and charity sectors." 
• The platform, a partnership between London Southbank University and NHS England, includes case studies and resources on intelligence on networks, as well as events for network leaders as well as diagnostic tools to understand how your network is developing and where to improve including a Network Maturity Matrix.

Learning to lead: a review and synthesis of literature examining healthcare managers' use of knowledge

Learning to lead: a review and synthesis of literature examining healthcare managers' use of knowledge.

Journal of Health Services Research & Policy 25 July 2018

• A systematic review to examine the effectiveness of interventions to enhance healthcare managers use of research evidence in practice identified seven, primarily qualitative, studies of varying quality (published to April 2016).
• Studies did not report efficacy of interventions or impacts of increasing managers’ use of research on staff or patient outcomes. 
• Meta-synthesis yielded four contextual factors influencing the perceived effectiveness of interventions to enhance research use: organisational culture, competing priorities, time as a resource and capacity building.

GP leadership in clinical commissioning groups

GP leadership in clinical commissioning groups: a qualitative multi-case study approach across England [Abstract]
Br J Gen Pract 8 May 2018; bjgp18X696197. DOI: https://doi.org/10.3399/bjgp18X696197

• Based on six case study CCGs and their partner organisations this research seeks to understand enablers and barriers to implementing a policy of GP leadership in the NHS. 
• The research found that GPs are making an important contribution as leaders of health service improvement and redesign, but there are significant professional and political barriers to them optimising a leadership role.