NHS England has published Next steps on the NHS Five Year Forward View.
This document reviews the progress made since the launch of the NHS Five Year Forward View in October 2014 and sets out a series of practical and realistic steps for the NHS to deliver a better, more joined-up service with the aim of a more responsive NHS in England in the future.
This paper reveals how integration of the fields of health and social care will require organisations to break down traditional barriers in how care is provided. | Skills for Health
Long-term chronic conditions and preventable illnesses such as diabetes are on the rise and can require multiple interventions from a complex range of organisations.
These population changes mean that health and social care providers must work together to pool their skills, knowledge and resources to increase efficiency and quality of care, delivering a system of health and social care shaped around the needs of the patient.
This working paper details how workforce development plays a crucial role in successful integration.
This report analyses the finances of NHS providers and the consultant productivity of acute NHS hospitals, drawing on their annual accounts from 2009/10 to 2015/16 and links this to wider NHS data. It shows that NHS providers saw relatively little of the income growth for the NHS as a whole, and that productivity for consultants and the wider workforce in acute hospitals has been falling.
Report finds that though representation of women on NHS boards has shown improvement, women are still not being sufficiently represented in key leadership roles. | University of Exeter Business School | NHS Employers | NHS Improvement.
This report, written by Professor Ruth Sealy of the University of Exeter Business School, examines the steps the NHS needs to take to reach the target of equal gender representation on boards by 2020. It summarises demographic data from 452 organisations, including arms-length bodies, NHS trusts and clinical commissioning groups.
The report reveals that of 245 NHS trusts and arms-length bodies (ALB), the percentage of female chief executives was found to be encouraging at 42.6%. But the representation of women in other key roles within these organisations was disappointing, as only 26.3% of finance directors and 24.6% of medical directors are women.
We asked NHS staff to share their personal experiences of this fragile relationship. The results are surprising | The Guardian
With an army of more than 1.5 million staff, a £116bn budget and millions of patients to look after, it’s crucial that the NHS is well managed. But three years ago the landmark Francis report warned of serious problems. “Clinicians must be engaged to a far greater degree of engagement in leadership and management roles,” it said. “The gulf between clinicians and management needs to be closed.”
Has the relationship between clinical and managerial staff improved since then? Last year, research by the Nuffield Trust suggested financial pressure was compounding the problem, with many staff worried that “relationships are likely to deteriorate over the coming year”. The report concluded: “There is a long way to go.” We asked clinicians and managers to share their personal experiences of this fragile relationship.
The HFMA and NHS Improvement have worked in partnership to update and revise the NHS efficiency map.
The map is a tool that promotes best practice in identifying, delivering and monitoring cost improvement programmes (CIPs) in the NHS. The map contains links to a range of tools and guidance to help NHS bodies improve their efficiency.
The national focus on improving efficiency and productivity will mean taking local action to deliver savings remains a priority for all NHS organisations. Aimed at NHS finance directors and their teams and other NHS staff with an interest in the delivery of CIPs, the purpose of the NHS efficiency map is to highlight existing resources on eliminating waste, increasing efficiency and at the same time improving quality and safety.
The map is split into three sections: enablers for efficiency, provider efficiency and system efficiency. The map highlights the successes some NHS providers have had in delivering specific efficiency schemes and provides sign-posts to existing tools and reference materials. It also includes updated definitions for different types of efficiency.
The map will be updated as new tools and case studies are produced.