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South Central Strategic Health Authority South Central Strategic Health Authority Annual Innovation Report 2009/10 Welcome to the first NHS NHSSC are prepared to meet current and whilst embracing new ideas that can South Central Annual future financial challenges, whilst delivering improve care and make it more efficient. our regional ambitions. The aim is to reduce By supporting and investing in the wealth Innovation Report (AIR). waste and inefficiency at the same time as of talent and skill that we have in South increasing standards of care. Central, we can build better services and This report highlights some of the continue to drive improvements in quality, innovative work that has taken place in The ‘Workforce Strategy 2010 – 2015’ productivity and prevention. NHS South Central (NHSSC) over the past sets out a strategic framework for the NHS year and describes how the new Regional workforce in South Central for the next five These are our first steps on an innovation Innovation Fund (RIF) is being used in the years. It is a major workstream essential for and improvement journey and we are region to build a system in which innovation the delivery of the overall South Central delighted that significant advances have and improvement are part of everyone’s job. ‘Shaping the Future’ programme and the 12 already been made over the past year. ambitions for health. However, there is still much more we can NHSSC has always had the ambition to be do and in light of the current economic leaders in health care development and to In 2009/10, the RIF proved to be a catalyst climate, never has it been more timely to be responsive to developments elsewhere. for change, stimulating more people to maximise the associated opportunities to We want our residents to benefit from talk about new ideas and what these could help shape a better future. all that the latest developments and bring to the improvement of care and technology can offer and innovation is improvement in the health economy’s future Andrea Young, Chief Executive crucial to driving this. prospects. Further to Lord Darzi’s review of the NHS, A key purpose of the RIF is to grow and in May 2008 the South Central Strategic spread tomorrow’s best practice in the Health Authority published, on behalf of NHS. The investment aims to maximise the NHSSC, a vision for healthcare for the opportunity to develop and seek out new region aimed at ensuring the NHS rises to technology and ways of working to improve meet the challenges that it is facing over the quality of patient care, whilst getting the next decade. The vision – ‘Towards a the best value for money. To date, the RIF Healthier Future’, sets out 12 ambitions for has brought £1 million of investment into the local NHS to achieve, all with the central the area and early indications are, that in aim of improving the quality of patient two years, this £1m will have grown to a Foreword care in terms of outcomes, experience and £4.5m return, with improved quality and safety. productivity for patients and services. ‘Shaping the Future’, a high level quality In 2010/11, we have every intention of and productivity framework for the region. investing more and gaining even greater Innovation is a central theme of this, as benefits for patients. The RIF will continue well as being a key feature in the delivery to play a key role in growing a health of. This ambitious programme of activities economy culture that exhibits a willingness designed to ensure that all organisations in to challenge today and change tomorrow, NHS South Central | Annual Innovation Report 2009/10 2 “Improving health and alleviating the causes of poor Innovation is key to delivery of this vision. Introduction health for the benefit of patients, the public and taxpayer alike in Oxfordshire, Buckinghamshire, Berkshire, This work has been supported by the development of ten From 1 April 2009, Strategic Health Authorities (SHAs) Hampshire and the Isle of Wight” programmes. Of these ten programmes, eight are clinical took on a new legal duty to promote innovation to secure (matching the eight Next Stage Review ‘Clinical Pathway continuous improvement in the commissioning and Integrating this vision with the QIPP agenda has resulted Groups’): provision of health care. in the creation of a delivery framework called ‘Shaping • Maternity and Newborn the Future’, which identifies priorities for the local health • Children and Young People This first year of exercising the duty to promote economy. • Staying Healthy innovation has been in part gestational. Whilst much • Planned Care has been achieved in terms of real innovation and ‘Shaping the Future’ and the ‘Workforce Strategy 2010 • Mental Health improvement, there has also been a focus on developing - 2015’ set out a sustainable, robust framework that will • Long Term Conditions strategy, structures and processes and raising the profile support the delivery of this. • Acute Care of existing and future innovation and improvement work. • End of Life Care The SHA has sought to articulate its role and make an Key benefits of the innovation deliverables of the strategy ‘offer’ to service as to how it will exercise its duty and include: and two are enabling programmes: support and facilitate innovation and improvement. • System Reform • Harnessing the workforce to make required service • Information Management & Technology. High Quality Care for All (Department of Health 2008) changes and the Quality, Innovation, Productivity and Prevention • Workforce solutions that support delivery of ‘Shaping Close working with the programmes has ensured that the agenda (QIPP) have both positioned innovation as an the Future’ and transformational change focus has been on locally assessed and agreed clinical and important component in the next phase of NHS reform. • Spread of best practice in people management, skill managerial priorities. The SHA has supported both ‘Pull’ and ‘Push’ in the mix and new ways of working innovation and improvement ecosystem. ‘Push’ has been • New roles and ways of working to deliver care In developing its activities, the SHA has reflected the supported by the sharing of innovation and improvement for patient pathways and to support service national guiding principles of initiatives and ‘Pull’ by building the internal capability of improvement. organisations to be innovative and support improvement. • Co-production – clinicians, managers and other It is important that the SHA has a positive impact on the staff are engaged in innovation and decision making delivery of patient services and that a broad strategic view regarding innovations The SHA Duty and how is taken. This means that the SHA must have an in-depth • Subsidiarity – steps have been taken to ensure that this is exercised understanding and knowledge of what service changes the SHA can reach out to ‘service’ and that service need to be made, and be able to make assessments about actively contributes to the SHA’s activity NHSSC covers four million people and 24 NHS where, and how, it is most effective to support change in • Clinical Leadership – working with the Clinical organisations (nine Acute Trusts, nine Primary Care Trusts, the system. programmes and through them to the wider clinical three mental health trusts, one learning disability trust, community has ensured that clinical leadership is at one ambulance service and one specialist trust). the heart of all SHA activities, not least innovation and improvement activity Overseeing these organisations is South Central Strategic • System alignment - the focus on innovation activity Health Authority, whose vision for healthcare ‘Towards a has been very much on improving quality and Healthier Future’ sets out the aim of: efficiency, whilst addressing the already defined health economy priorities. NHS South Central | Annual Innovation Report 2009/10 3 The Innovation and Improvement Model Supporting our Trusts in Discovery, Development and Delivery will: • Enable individuals and organisations to learn from each other, avoid ‘reinventing the The SHA has created a model for innovation and improvement that wheel’ and ‘silo working’ and assist in developing an innovation and improvement describes how the SHA frames its innovation activity: culture as part of day to day working • Grow the capability of staff and organisations to respond positively to the stimuli for change to which they are exposed • Build local evidence regarding alternative ways of doing things and grow skills and Discovery knowledge to deliver change • Maximise the chances of successful innovation, ensuring new approaches are tested and are likely to deliver anticipated benefits before widespread adoption • Maximise return on investment and uptake of desirable change, ensuring that SHA priorities are supported by enabling strategies • Minimise the delay between creation / identification of an improvement and its Innovation widespread adoption. and improvement Gaining the traction to achieve change Delivery Development Scanning for improvement Key elements of the model comprise Discovery, Development and Delivery: need Creating an Innovation and Building Discovery Improvement new skills • Horizon scanning – identifying emerging policy, practice or technology that culture organisations may need or wish to respond to • Needs assessment – identifying local need for change in response to health inequity or improvement opportunity Tools techniques • Identifying new approaches / solutions New solutions Transformational Change consultancy Development • Supporting the development of
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