The King’s Fund & NHS Providers | July 2018 | Leadership in today’s NHS: delivering the impossible
The King’s Fund & NHS Providers report the findings from their survey of NHS trusts and foundation trusts conducted in 2017 by NHS Providers, the survey used qualitative interviews and a roundtable event with frontline leaders and national stakeholders.
Among the findings from the survey:
Leadership vacancies are widespread, with director of operations, finance and strategy roles having particularly high vacancy rates and short tenures
A culture of blaming individuals for failure is making leadership roles less attractive. Organisations with the most significant performance challenges experience higher levels of leadership churn. National bodies need to do more to support leaders to take on and stay in these roles.
To tackle high leadership churn, national programmes should target professional roles where concerns over the pipeline of future leaders is greatest. Regional talent
management functions – largely absent since the abolition of strategic health authorities – should be rebuilt in the new joint NHS England and NHS Improvement regional teams (Source: The King’s Fund & NHS Providers).
The news release from The King’s Fund can be viewed here
NHS Employers | July 2018 | Supporting line managers to foster engagement
IES has produced a short briefing on behalf of NHS Employers. The briefing explores work that can be done to support and develop line managers to improve staff engagement across NHS organisations.
The briefing is based on the issues raised by line managers within the NHS and looks at challenges for staff engagement. It outlines suggestions on how organisations can support line managers to manage in way that supports engagement, and is full of useful advice, hints and tips (Source: NHS Employers).
Health Education England | June 2018 | The Topol ReviewPreparing the healthcare workforce to deliver the digital future
Health Education England (HEE) has published its interim report on preparing the healthcare workforce for future developments. The review is considering four key questions:
How are technological (genomics, digital medicine, artificial intelligence (AI) and robotics) and other developments likely to change the roles and functions
of clinical staff and their support in all professions over the next two decades?
What are the implications of these changes for the skills required?
For which professions or sub-specialisms are these likely to be particularly significant?
What does this mean for the selection, curricula, education, training, development and lifelong learning of current and future NHS staff?
Based on its work so far, HEE’s Review is proposing three key principles, which should govern the NHS’s future workforce strategy, these are: • Patients: If willing and able to do so, will be empowered by new tools to become more actively involved and engaged in their care. The patient generated data will be interpreted by algorithms enabling personalised self-management and self-care.
• Evidence: The introduction of any technology must be grounded in robust research evidence and a fit for purpose and ethical governance framework that patients, public and staff can all trust.
• Gift of time: Whenever possible, the adoption of technology should be used to give more time for care, creating an environment in which the patient-clinician relationship is enhanced.
The Interim Report June 2018- A Call for Evidence is at HEE
NHS Providers | July 2018 | Recovering NHS performance risks swallowing up new funding
A report by NHS Providers warns that filling the gaps that have opened up in the health service after almost a decade of austerity will account for much if not most of the new money recently announced by the prime minister.
The report The NHS funding settlement: recovering lost ground informs the debate on how the additional money should be spent to deliver the best deal for patients and service users, and for the taxpayer.
The report offers a realistic assessment of the likely costs of restoring performance in the hospital, mental health, community and ambulance sectors, so the health service can sustainably deliver the standards of care the public rightly expects, as outlined in the NHS constitution (Source:NHS Providers).
This report traces the development and impact of integrated care to date, highlights some examples of successful practice and draws out the key lessons for later-adopters | National Association of Primary Care
This report suggests that a number of of factors – ageing populations, an increased prevalence of multiple chronic disease and rising expectations of what health care and technology can offer – combined with limited human and financial resources, have placed health systems under intolerable and unsustainable strain.
Integrated Care Systems, where health providers collaborate with other community stakeholders to prevent ill health, provide more comprehensive care closer to home, keep people out of hospital and reduce costs, is seen as the antidote to these problems. This approach is now spreading around the world, taking many different forms from country to country.
This report of a two-day symposium attended by health experts from the UK, USA and Ireland, traces the development and impact of integrated care to date, highlights some examples of successful practice and draws out the key lessons for later-adopters.
An NHS bonus: how fixing the NHS’s broken pay system can deliver better outcomes for patients | Centre for Policy Studies
This report argues that by introducing greater flexibility into the system, and linking pay more closely with performance and objectives, both NHS productivity and patient outcomes could be improved. It urges the Government, and NHS managers, to make reform of the pay system an urgent priority as part of the new funding settlement.