Return to Healthy Ambitions Home page

• Home >
• Foreword >
• NSR Summary >
• Launch Podcasts >
• The Context for Yorkshire and the Humber >
• The Methodology of the Review >
• The Case for Change >
• The Staying Healthy
  Pathway >
• The Maternity
  and Newborn Pathway >
• The Long Term
  Conditions Pathway >
• The Children's
  Pathway >
• The Planned
  Care Pathway >
• The Acute
  Episode Pathway >
• The Mental
  Health Pathway >
• The End of
  Life Pathway >
• Implications for
  Delivery Models >
• Turning our
  Recommendations
  into Reality >
• Full NSR Report >

Appendix

• Technical Appendix >

Resources

• Resource List >

Turning our recommendations into reality – Enablers

1The agenda for change set out in this report is wide-ranging and complex to implement. This chapter sets out six cross-cutting areas of work which will help implementation, together with the initial first steps the NHS in Y&H plan to take.

Leadership

2
Above all, effective leadership will be critical to delivery of our ambition. This will need to be at many different levels.

• One, we need to strengthen support for clinical leaders across the system, in every profession. Whilst it is for individual NHS organisations to ensure that they have systems in place to engage with the range of professions, we will appoint a Medical Director to work with the Director of Patient Care and Partnerships to lead clinical involvement across Y&H. This will be supported by a number of summits throughout the year to bring clinicians together on specific clinical issues where there is a strong evidence base for improving or developing services such as childhood asthma and diabetes.
• We have a comprehensive leadership strategy in Yorkshire and the Humber. This will be refreshed to ensure it reflects the aspirations set out in this report. All programmes and approaches will be aligned with our clinical vision. Realisation of the ambitions set out in this document will only be acheived through strong leadership which should support best practice and challenge poor practice.
• Three, in several recommendations clinicians have called for greater emphasis on well developed clinical networks to support the delivery of improved and integrated care. Leadership by clinical networks needs to align appropriately with organisational governance arrangements to ensure effectiveness and manage risk appropriately.
• Four, this is not just about leadership of a system or organisation, but also about leadership of 'place'. Delivery of this report will only be achieved through effective partnerships, particularly with local authorities.

Workforce

3
Over 70% of NHS spend goes on the 140,000 staff who deliver care in Y&H. Few, if any, of the improvements outlined in this report can be delivered without our staff. We will look to draw up a specific workforce programme to support the implementation of the report.

View full section >