Establish system-wide intelligence function and communication channels for collaborative, multi-disciplinary working to deliver the vision.
- Establish cross-system leadership, governance and processes, ensuring that this is managed as a system-wide programme with an SRO and relevant staff to deliver the changes required. The meeting structure should consider the required escalation routes, frequency, and roles and responsibilities.
- Make best use of analytical capability across the system, including information governance and digital experts to provide technical support and improve data and information flow.
- Create channels where the individual and carer voice can provide feedback on their experience and how the ways of working and decision-making process affects them.
- Adopt a benefits realisation approach to identify, plan, measure and track benefits using the relevant KPIs to ensure that they are being achieved and sustained.
- Embed continuous improvement processes to achieve the vision of improved outcomes. Once improved processes become business as usual, ensure regular feedback processes are in place resulting in appropriate adjustments, to achieve data-backed decision-making.
Ambition level actions
Foundational
- Partners are aligned to the idea and planning to ensure that the right people from across the system get together to identify data and processes to be able to make productive outcome-focused decisions.
Developing
- Dedicated analytical resources identified from across the system partners for addressing strategic challenges.
- Representation from a wide range of ICS partners, for example including NHS provider analysts and intelligence professionals from public health and other local authority teams.
- Clear collaborative working arrangements with the relevant teams to be able to make productive outcome-focused decisions.
Established
- Multi-disciplinary service redesign and improvement teams in place, which incorporate expertise on analysis, transformation, finance, care and health professionals, and includes individual and carer feedback.
- System-wide programme in place incorporating all levels of decision making, with established governance arrangements, and the appropriate information to make productive outcome-focused decisions. Plans in place to measure and track benefits.
- The intelligence function brings in a wider range of skills, such as evaluation and qualitative research and analysis.
- Continuous feedback mechanisms being developed.
Exemplar
- Multi-disciplinary service redesign and improvement teams in place, which incorporate expertise on analysis, transformation, finance, care and health professionals and includes individual and carer feedback. Qualitative and quantitative insights about the population are informing the interpretation of other analyses and are given equal weight in decision-making about targeted service improvement.
- Benefits are being realised sustainably.
- Continuous improvement feedback mechanisms in place.