Integration requires strong local accountability

29 May 2019

Login to access this content

In an update of its 2015 briefing, We need to talk about boards, the provider organisation seeks to reflect the changing landscape within which trusts are operating.

According to the updated briefing, provider boards, working closely with local partners, will play a key role in delivering the ambitions of the NHS long-term plan.

It said leadership and strong local accountability would be critical in managing risk and delivering high-quality care.

Miriam Deakin

Miriam Deakin (pictured), NHS Providers’ director of policy and strategy, said: ‘The delivery of high-quality healthcare involves a degree of risk, which is why good governance is vital in health and care, as in many other safety-critical industries.’

Understandably, the move to joined-up working can throw up unanswered questions for trust boards, such as whether system-based decision-making would be a better fit. But, she added, the best solution for trusts was to have a unitary board made up of executive and non-executive directors that was geared up to collaborate with neighbouring organisations.

‘Collaboration between the different organisations in local health and care systems offers the potential to help integrate services for local populations, and make best use of limited, collective resources,’ Ms Deakin said.

‘But this does not dilute the value of good governance and accountability in individual organisations.

‘For trusts, that means a strong unitary board able to look outwards and work with others, whilst maintaining a core focus on the quality of care for patients and service users.’

 The HFMA has looked at the impact of the long-term plan on finance teams. Its briefing, What does the NHS long-term plan mean for the finance function?, examines each area of the plan, such as the new service model; maximising taxpayer investment; action on prevention and inequalities; and improvements in care quality and outcomes.