It is time to live our values: Survival for leaders in a 21 st century NHS

1. It is time to live our values: Survival for leaders in a 21st century NHS Rob Webster, CEO, NHS Confederation

3. Unprecedented Times

4. The context • NHS England predicts a £30bn funding gap by 2021 • By 2025, projection is 18mn people in England will have at least one Long Term Condition • The number of people with three or more conditions is expected to rise from 1.9mn to 2.9mn between 2008 and 2018 • The number of younger adults with physical sensory impairment has risen by 7.5 % - from almost 2.9mn to 3.1mn • The population aged 65 and over will grow by 1.92mn in 2012-2020 • Greatest population growth is expected in those aged 85 or older • People in the poorest areas of England will, on average, die seven years earlier than people living in the wealthiest areas.

7. The 2015 Challenge #NHS2015 #2015Challenge

8. We are a guest in other people’s lives. We should see people as assets not issues. Our outcomes should be theirs. We should organise around them and not our professional egos.

9. Taking a lead: the vision and tasks • A national commitment to create the conditions to enable change • Leaders at all levels driving change locally • Working in partnership with local communities

10. A vision for urgent and emergency care • Enable staff and organisations to deliver care differently: • Shift financial incentives in the community • New models: urgent care networks and 7DS • Use technology to increase access: digital health • UEC pathway: triage, flexible workforce • Planning for resilience • Population health focus/ needs-based planning • Multi-disciplinary working • Patient and public engagement • Co-design of services • Co-management of (long-term) conditions

11. The NHS is made of People “Your nation’s commitment to health care as a human right and to healing as a shared mission is second to none in the world. And all of that is possible through you; only through you…” Don Berwick’s Letter to NHS Staff

12. Leadership Matters “The terrible experiences came largely from wards lacking in strong, principled and caring leadership" Robert Francis, QC “NHS staff values must be continually reinforced through the commitment and actions of leaders” Prof Michael West

13. The value of values • What people believe will influence their actions - values drive the behaviours that people are motivated to adopt • Synergy between organisational values and the values of its people is essential – value–driven recruitment • How we work is as important as What we do– clarity about both ensures a sense of direction, alignment and commitment • Shared values mean a shared purpose – the whole becomes greater than the sum of its parts

14. Steward leadership • Focuses on building a community of shared values and engaging that community in a common goal • Ensures commitment in order that every individual takes responsibility and makes it a personal priority to ensure the success of the organization as a whole • Contributes to building strong sustainable organisations held in trust for future generations

15. NHS leaders of the 21st century • Part of a strong, diverse NHS leadershipcoalition of patients, clinicians and managers, speaking with one voice. • Considers people as the organisation’s greatest asset and is responsive to their needs. They inspire and empower. • Inclusive, utilising diversity of thought and the notion of ‘more than one way’ to transform and innovate.