What we know

We are an efficient organisation offering good value to the NHS but we can always improve.
Our structure has developed organically and our staffing levels and administration costs are low relative to the liability we manage. Investment in our people and infrastructure will be required to deliver our strategy and influence the overall costs to the NHS. We will find savings by improving our efficiency wherever we can whilst putting more of our resources to earlier investigation of those cases which drive our expenditure. This will reduce the costs which arise in court proceedings.

Our business processes can make better use of technology in order to automate certain tasks. Our website and digital capabilities require an upgrade in order to improve our communication channels.

Cyber security will continue to be an ever present risk which we will need to monitor continually in order to respond and implement robust security measures. Information security is of paramount importance to us and we want to maintain our ISO 27001 certification.

Our workforce will need to be increasingly customer and patient focussed. We will develop transferrable skills which will enable our staff to work across the operational arms giving us a flexible workforce, skilled in resolving concerns in different arenas.

Our aims

  • To ensure that we have the right skills and resources in place to deliver our services and the change required.
  • To offer the best value together with the highest quality service so that we are unrivalled by any competitor where we have commercial equivalents.

What we will do in year one

  • Develop a regionally aligned operating model and a workforce strategy which reflects a customer and patient focused organisation.                   
  • Map, re-engineer and increase automation of our processes to drive out unnecessary activity, make efficiency savings and ensure that the time of our staff is spent purely on adding value.                   
  • Deliver a new single intranet and website to support effective internal and external communication and a move to increased on-line interaction.
  • Review our regulations and directions to ensure that our core services can deliver for new models of care delivery.

Over five years we will

  • Improve and tailor our communications to ensure that information makes it to the right person at the right time and that we are better connected with those who have the ability to positively influence risk, safety and financial exposure.
  • Undertake a further review of our core systems, extranet and digital capabilities to ensure that they are fit for purpose for the long term.
  • Use the connections our National Clinical Assessment Service (NCAS) advisors have with trust medical directors to share case studies, claims data, and best practice in risk management routinely.
  • Seek more regular feedback from trusts via face-to-face contact and digital channels.
  • Continue to enhance our cyber security and renew our ISO 27001 accreditation in order to safeguard the integrity of our IT and data systems and enhance our reputation around data security.
  • Implement our workforce strategy by reviewing our skills, experience and competencies as well as our job descriptions and structure to identify gaps, use our resources more effectively, develop career paths and plan for succession to key roles.
  • Explore the potential to share patient and expert groups with our Arm Length Body (ALB) partners, particularly in areas of high shared interest such as maternity.
  • Work with the other ALBs to obtain maximum benefit from any procurement activity we undertake, including extending our legal services offer via our legal panel tender and pooling our resources for talent management and apprenticeships.

We will know we have succeeded when

  • Interaction with our organisation is straightforward and seamless from the perspective of a customer, NHS trust, patient, member of the public or employee.
  • Information is shared rapidly and we have evidence that it is seen and acted on by the target audience, be that an NHS trust board or front-line healthcare staff.
  • Our workforce can work flexibly across functions and access opportunities for work-shadowing, coaching and mentoring to develop their skills and we have succession plans in place for all key roles.

Intervention (3/4)

(1/4) Resolution