How To Be A Successful Health Science Leader In The Uk

Transcription

1 Healthcare Science Making an impact in the new NHS Professor Sue Hill OBE Chief Scientific Officer for England

2 Vision drives science If I have seen further, it is because I am standing on the shoulder of giants Sir Isaac Newton

3 Our shared vision for the NHS The NHS belongs to the people. It is there to improve our health and well-being, supporting us to keep mentally and physically well, to get better when we are ill and, when we cannot fully recover, to stay as well as we can to the end of our lives. It works at the limits of science bringing the highest levels of human knowledge and skill to save lives and improve health. It touches our lives at times of basic human need, when care and compassion are what matter most.

4 Enhanced local voice GP Commissioning PBR

5 Vision - A new professionalism We each have a professional, moral and social responsibility to be able to describe what we do and define how well we do it, otherwise we forfeit our professional status This responsibility is the key to personal, professional and clinical improvement. Professor Sir Bruce Keogh, NHS Medical Director

6 Vision for Healthcare Science Profession in UK A world class workforce that: Raises profile and awareness of contribution Actively engages in science in health and society Has requisite knowledge, skills, experience Is flexible in approach Ensures practice remains at the cutting edge Delivers excellence in the innovation pipeline Works in partnerships with others Provides inspirational clinical leadership

7 The opportunity for healthcare science The NHS Change Model

8 Health Inequalities Ageing Population Chronic Diseases Challenges for the NHS Scientific Discoveries/ Technology Advances Challenges to the NHS Many Comorbidities Mobility & Greater expectations of Public Late diagnoses

9 Healthcare science delivering day after day 1 in 12 of NHS spending Behind 80% of all diagnoses > 800 million pathology tests per year >12 million Physiological measurement tests each year Radiotherapy physics support > 1.5 million fractions of radiotherapy every year

10 Where do the service and our patients need us? NHS Outcomes Framework Improving value quality and cost More accessible services Commissioning Outcomes Framework

11 Big Scientific Challenges research informing new ways of working Genetic Profiling & Therapeutic Targeting Proton beam therapy & novel treatments Integrated & multimodality imaging Frugal & hand held technologies High speed informatics & cooling technology Data fusion & bioinformatics Stem cell research & new science Prosthetics, regeneration & bio-engineering Personalised physiological models

12 UK Life Sciences Strategy Suite of incentives to ensure UK attracts world-leading talent, develops scientific excellence and offers exciting careers Commitment to MSC and development of skills in innovation, research and development, and effective partnership working with industry. NHS CEO Innovation Report Focused on invention, adoption and diffusion Innovation hard wired into curricula, training and competency frameworks NHS Innovation fellowship scheme Academic Healthscience networks

13 The importance of adoption Our ambition must be for an NHS defined by its commitment to innovation, demonstrated both in its support for research and its success in the rapid adoption and diffusion of the best transformative, most innovative ideas, products and clinical practice Innovation Health and Wealth, Accelerating the Adoption and Diffusion in the NHS - DH 2011

14 The Innovation Pathway INVENTION EVALUATION ADOPTION DIFFUSION Creation new things new ideas new techniques new approaches Assessment new things new ideas new techniques new approaches Uptake new things new ideas new techniques new approaches Spread new things new ideas new techniques new approaches Basic Research Applied Research Commissioning Patient Care MRC & others incl Charities NIHR NHS Commissioners Providers of NHS services Better Quality Better Value Health and Wealth

15 What would the NHS look like without healthcare science? We can t rely on angels to show the consequences to decision-makers in the new NHS

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17 Are we in the minds of the new NHS decision-makers? there are also unknown unknowns there are things we do not know we don't know Donald Rumsfeld former US Defence Secretary

18 Healthcare Science needs to influence at every point in the new system Health & Wellbeing Boards Strategic Clinical networks 23 commissioning support units National Commissioning Board 4 Regions 27 Local Area Teams Local Professional Networks 15? Academic Health Science Networks 212 Clinical Commissioning Groups (CCGs) CSO & Deputy Clinical senates 12 CQC and Monitor 250 Foundation & NHS Trusts Independent and third sector Public Health

19 Ensure services promote the NHS constitution Continuous improvement in service quality and outcomes Promote the involvement of patients, carers Promote education and training of staff Duties of CCGs Promote research and use of evidence Secure integrated services Promote innovation from

20 Education and Training System Secretary of State Public Health England Department of Health NHS Commissioning Board Health Education England CSO 0.2 wte HCS E & T function MSC Programme Education and Research Local Education and Training Boards Health Service Providers Local Stakeholders, including local authorities Lead LETB for HCS including national commissioning and National School for HCS

21 Academic Health Science Networks Core purpose: identifying, adopting and spreading innovation and best practice Typically will aim to create and harness a strong partnership between patients, health services, industry and academia to achieve a significant and measurable improvement in the health and wealth of the population. Will require strong healthcare science network if they are to deliver these aims

22 Unlock the human capital in healthcare science The strength of healthcare science is in our people, not our equipment or data Remember the importance of analysis and interpretation this is the thing we can do that our colleagues can t Knowledge is experience; everything else is information. Albert Einstein

23 Healthcare scientists leading change Hierarchy All working together to provide advice and expertise at all levels of commissioning and the broader health and social care system NHSCB CSO and Deputy Regional Scientific Directors and Clinical Senates Local Professional Networks Provider based networks Professional partnerships Networks

24 Example of future: Delivering The Innovation Policy and Modernising Scientific Careers The CSO s Clinical Advice and Leadership Model NHSCB Clinical Services Chief Scientific Officer working across the system Scientific leads in Regions The UK and International Science Community Impact Assessment HEE Education & Training Chief Scientific Officer input &MSC team Lead LETB for Scientists Workforce incorporating the National School/ Deanery and the workforce commissioning function Academy of HCS under aegis of HPC Commissioning Policy Development Advice and guidance on commissioning and improvement Performance management and metrics development Service Commissioners National Commissioning Cluster/Commissioning agencies Local commissioning The Science Community Scientists on clinical senates and networks Scientists professional networks and links with PHE networks Scientists in AHSC and AHS and Innovation networks Service Providers NHS Foundation Trusts Local Authorities Private Sector and State Agencies Allocate Performance Management Disinvestment Education & Training Providers Universities Foundation Trusts Private Sector include clinical/training placements The Science Community The UK MSC Scrutiny Group Professional Advisory Board incl PHE Strategic Health and HE HCS Group Royal Colleges UK Universities Deans, and Science Groups

25 Leadership is a part of everyone s work Vision where we are going Expectations what we need from each other Leadership for outcomes and quality services Method the way that improvement will happen

26 The NHS Leadership Framework

27 Healthcare Scientists: Professionalising Leadership be aware of the trust the public places in the profession own the challenge of making HCS part of the solution get involved ( eg in networks; with regional scientific directors, within your organisation; with the Academy for Healthcare Science) make clinical commissioning the solution not the problem bring your skills and knowledge to the table make your practice/department top decile and contribute to reducing the national variation be prepared to change/address the unpalatable, the difficult, the important, the what if. be experts in system change Lead and be led

28 What does success look like? SkyTeam Tour de France 2012 Clear well communicated vision: knew what they had to do Shared goal: understood their responsibilities & role in achieving the vision Strong consistent leadership: courage Frequent communication: relationship building A whole team approach: across a range of specialists...and personal sacrifice to get results no self interest Learned from other winners Several small steps led to success...oh.. and they exceeded expectations!

29 Success results from How we work together not because we have excellent systems in place

30 Success is driven by people of vision - but we must be ready for the challenge The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy. Human progress is neither automatic nor inevitable... Every step toward the goal of justice requires sacrifice, suffering, and struggle; the tireless exertions and passionate concern of dedicated individuals. Dr Martin Luther King Jr

31 Remind yourself: Why you became a healthcare scientist... The intellectual challenge of science The satisfaction of being able to apply your scientific skills The personal reward in knowing your work transforms peoples lives, their care and the quality of their future Now see yourself

32 Understanding your Values and Influences

33 CSO Call to Action See every day as an adventure with opportunities, go forward with optimism rather than pessimism, be open to new ideas, experiences and cultures however small and apparently insignificant Secondly, see every challenge as a real opportunity to do something different or to find the solution and be shaped by urgency rather than inertia, build strength from solidarity rather than be weakened by isolation. Thirdly, to commit to see every dream as a possibility. Never lose your passion for your subject and what you have learned. Build this into your personal journey and let it carry you forward Robert Simpson

34 What is your commitment to the future of healthcare science? What are you going to do about getting the message out to your colleagues and the wider NHS in your area? We re asking you to make a commitment today using the postcards in front of you which your Scientific Directors will follow up in the New Year

35 Learn from the spirit of the young Anne Frank. She was in a terrible situation and had many reasons to choose despair over hope but she did nt! In her published diary in 1943 she wrote How wonderful it is, that nobody need wait, a single moment before starting to improve the world