This resource is targeted at NHS boards, especially the chairs of NHS boards. It
recognises the important role chairs play in shaping the way members interact,
behave, and set priorities – in short, how they establish the culture of a board.
The guide is not about how boards become more ‘representative’. Instead, it is about how a board uses the talents of everyone who sits round the table. It is about how boards capitalise on their diversity.
NHS England and NHS Improvement have been working with the other health Arms Length Bodies (ALBs) to develop the new NHS leadership framework – Developing people improving care.
This is 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 focuses on helping NHS and social care staff to develop four critical capabilities:
systems leadership for staff who are working with partners in other local services on ‘joining up’ local health and care systems for their communities
established quality improvement methods that draw on staff and service users’ knowledge and experience to improve service quality and efficiency
inclusive and compassionate leadership, so that all staff are listened to, understood and supported, and that leaders at every level of the health system truly reflect the talents and diversity of people working in the system and the communities they serve
talent management to support NHS-funded services to fill senior current vacancies and future leadership pipelines with the right numbers of diverse, appropriately developed people
The new publication contains practical examples from women clinical commissioning leaders on the skills, values, and behaviours that helped them to succeed in their own roles. These tips include:
recognise the qualities that make you a strong leader rather than adjusting to traditionally male models of leadership
relationships matter – seek mentorship and support from peers
consciously put yourself forward for new opportunities
remember that taking on leadership roles often affords greater flexibility, not less.
The publication also includes advice on supporting future women clinical commissioning leaders, including actively encouraging women colleagues to apply for leadership roles and making sure that wording in job adverts attracts rather than discourages female applicants.
NHS Clinical Commissioners have published a paper setting out their vision for the future of clinical commissioning.
Informed by interviews with CCG leaders and other key players in the health and care sector, The future of Commissioning suggests that we will continue to see an evolution in the commissioning system but that it remains a vital part of the health system that is focused on delivering for patients and local populations.
Clinically led approaches to planning and designing health services are more likely to be both innovative and effective. For this reason, clinical commissioning groups (CCGs) were set up to put GPs at the heart of NHS planning decisions. What progress have CCGs made in implementing their clinically led model and what more needs to be done?
This report looks at what has been learnt – including strategies to overcome challenges and identification of the main barriers to effective involvement – and makes recommendations for the future. Its findings about clinical involvement are relevant not only to policy-makers and CCGs but also to other organisations across the NHS involved in planning and designing services.
Some recent developments – such as the ‘footprints’ proposed for delivering STPs and the potential hospital savings identified by Lord Carter – are seen as providing real chances for improvement. However, respondents remain concerned about the continuing decline in staff morale, and pessimistic about the state of finances within individual trusts and the health service in general.