By to all Chairs and Chief Executives of Mental Health, Community, Specialist and Ambulance trusts Cc all trusts through Provider Bulletin

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1 Operational Productivity 29 March 2017 Wellington House Waterloo Road London SE1 8UG E: W: improvement.nhs.uk By to all Chairs and Chief Executives of Mental Health, Community, Specialist and Ambulance trusts Cc all trusts through Provider Bulletin MODEL HOSPITAL ONLINE INFORMATION SYSTEM Extension to Community, Mental Health, Specialist Acute and Ambulance Trusts Key aspect of the implementation of Lord Carter s review for improving the operational productivity of the is the recommendation to develop a single source of underlying metrics for to help trusts identify what good looks like 1. Work to implement this recommendation has led to the development of an online information system which holds these benchmarking data and metrics for the 136 acute non-specialist trusts in England. At present, these systems knowing the Model Hospital is in a prototype stage, containing detailed metrics split across 5 separate lenses covering board level data, clinical services, operational activity, people and patient experience. To date the system has been focused on acute hospitals, more data is being added to it month-by-month, and colleagues from acute trusts are able to access it with a free login, and use this data to help drive efficiencies and improvements in their organisations. Luke Edwards wrote to trust colleagues in February setting out details of the Operational Productivity Programme s focus and approach to specialist and nonacute trusts, and in particular Community and Mental Health trusts (this letter is appended). This letter set out that part of this activity would include initiating early action to start to support improvements across the sectors including the sharing of corporate services benchmarking data in early March 2. As part of this process, Lord Carter s review recommended that the Model Hospital should expand beyond the acute sector and we are writing today to notify you that we will be opening the Model Hospital to all trusts from 17 April Initially content 1 Recommendation 12, page 75; Operational productivity and performance in English NHS acute hospitals: Unwarranted variations : 2

2 will be limited to high-level data from the NHS Single Oversight Framework and this will be split between the five core domains of Quality of Care, Finance and Use of Resources, Operational Performance, Strategic Change, and Leadership and Improvement. These segments will go live by 17 April alongside the publication of some further acute non-specialist trust data. Over the course of the coming months, we will be expanding the number of compartments you can access and anticipate including workforce metrics and corporate services data for all trusts in a summer release. We intend to continue building on this approach as part of the review processes that are either started (in the case of Community and Mental Health trusts) or being set up (as is the case for Ambulance and Specialist trusts). This will need to take the right amount of time to ensure that data is in a fit state to enable effective benchmarking. We would appreciate any early views of what data, service lines and specific metrics might be useful for you when accessing and using the Model Hospital. At this stage, we would strongly encourage anyone with an interest in the Model Hospital to register for access, in particular members of trust Boards, so that they can begin to use it once the data elements go live. The Model Hospital can be accessed at and login accounts can be requested through this link. In addition, more detailed how to guides and presentations of the data will accompany the data publication in April. In the meantime, if you have any questions about the forthcoming data release or the Model Hospital more generally, please contact our team at nhsi.modelhospital@nhs.net. Yours sincerely, Emmi Poteliakhoff Director of Model Hospital and Analytics Luke Edwards Director of Sector Development

3 ORIGINAL SECTOR DEVELPOMENT LETTER Sector Development Operational Productivity 8 February 2017 By to all Chairs and Chief Executives of Community and Mental Health Trusts Cc all trusts through Provider Bulletin Wellington House Waterloo Road London SE1 8UG T: E: luke.edwards1@nhs.net W: improvement.nhs.uk CARTER PROGRAMME Community and Mental Health extension As you may be aware, as Lord Carter was compiling and finalising his report into operational productivity and performance in NHS acute hospitals, he was contacted by many community and mental health trusts who expressed their willingness to be involved in a similar detailed approach. I am pleased to say that we have now commenced the review into community and mental health trusts, building on the approach of the original report. Key members of the team are now in place, as part of the Operational Productivity directorate in NHS Improvement led by Jeremy Marlow, and I have appended their contact details to this letter. We are also looking at the scope to extend this to all remaining providers including ambulance trusts and specialist acute trusts, and I will shortly provide an update to relevant providers on the process and approach we will take for these trusts. Lord Carter is overseeing and steering the review in his role as a Non-Executive Director in NHS Improvement. His intention is to follow a similar structure and methodology of the acute review, with some significant tailoring to community and mental health. We will be developing our findings with a view to publishing them in late The engagement that we will undertake in developing our findings will look to understand: How organisations in mental health and community trusts operate; What good looks like; What approaches to improving productivity and efficiency are already in place and what opportunities there are to drive these further; and What metrics and indicators are required to support the development of the model for these sectors.

4 As we develop our understanding, we will feed these into discussions with trusts. This will enable us to jointly scope, iterate and finalise the findings of the review and specify the benchmarking criteria for an optimal model NHS community or mental health care trust. Some of this will take place by linking the community and mental health trusts to the ongoing implementation of the acute review, but of course there will be many areas where we will need to jointly produce recommendations and solutions that are tailored to the varied work you undertake. As a first step, and to mirror the approach taken in the acute sector review, my team and I have been setting up a cohort of just over 20 trusts across both community and mental health with which more detailed engagement will be focussed over the initial stages of the review process over the next six months. A list of these trusts is appended to this letter. I appreciate that trusts outside the cohort are still keen to be closely involved in the work. We are happy to meet with those of you who are not part of this initial cohort, and learn from examples within your organisation to feed into the review. In addition, we will be providing updates on our progress and thinking as it develops at regular intervals and after significant milestones. We will also be doing some Board level engagement throughout the review process, and will discuss our findings with all organisations before they are published in the autumn of Finally, we are aiming to share early findings to encourage rapid improvements where possible. I expect these to be in the areas where there is a closer read-across from the implementation of the initial review such as on corporate services, procurement and starting to make data available from the Model Hospital. Please feel free to get in touch if you would personally like to be provided with more information on our approach, and have your name be added to the Operational Productivity distribution list which provides updates on the Carter programme as a whole. We would also welcome any specific suggestions, concerns or more general points you may wish to feed in. Our team can be reached at: nhsi.sectordevelopment@nhs.net I know I speak for all of us in the team and Lord Carter in particular, that we are very pleased to be extending the scope of the current work to help benchmark and boost the already large contribution your trusts make to the whole health service, patients and the public. I hope that this excitement is shared by yourselves, and my team and I very much look forward to working with you over the comings months. Luke Edwards Director of Sector Development

5 Annex 1 list of cohort trusts Cohort 2Gether NHS FT 5 Boroughs Partnership NHS FT Barnet, Enfield and Haringey Mental Health NHS Trust Birmingham Community Healthcare NHS FT Central and North West London NHS FT Central London Community Healthcare NHS Trust Derbyshire Community Health Services NHS FT East London NHS FT Hertfordshire Community NHS Trust Hertfordshire Partnership University NHS FT Kent Community Health NHS FT Lancashire Care NHS FT Leeds Community Healthcare NHS Trust Leicestershire Partnership NHS FT Lincolnshire Partnership NHS FT Norfolk Community Health and Care NHS Trust Northumberland, Tyne and Wear NHS FT Nottinghamshire Healthcare NHS FT Oxford Health NHS FT South West London and St. George's Mental Health NHS Trust Sussex Partnership NHS FT Torbay and South Devon NHS FT Wirral Community NHS FT

6 Annex 2 Sector Development summary contact list Team details nhsi.sectordevelopment@nhs.net Sector Development, NHS Improvement, Waterloo Road, London, SE1 8UG Luke Edwards Director of Sector Development luke.edwards1@nhs.net Michael Dimov Senior Adviser (Community sector) m.dimov@nhs.net Lyn McIntyre Senior Adviser (Mental Health) lyn.mcintyre1@nhs.net Andrew Edmunds Community and Mental Health Implementation Lead andrew.edmunds@nhs.net David Sayers Principal Analyst david.sayers3@nhs.net

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