Safe staffing for adult inpatients in acute care

A guide to help standardise staffing decisions in adult inpatient wards in acute hospitals | NHS Improvement

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This resource is based on the National Quality Board’s expectationsopens in a new window that to ensure safe, effective, caring, responsive and well-led care, trusts will employ the right staff with the right skills in the right place and at the right time.

We’ve designed this to be used by everyone involved in clinical establishment setting, approval and deployment – from the ward manager to the board of directors.

The resource:

  • outlines a systematic approach for identifying the organisational, managerial and ward factors that support safe staffing
  • makes recommendations for monitoring and taking action if not enough staff are available on the ward to meet patients’ needs
  • builds on NICE guidelinesopens in a new window on safe staffing for nursing in adult inpatient care in acute wards

Read the full overview here

Managing from within the team

Most managers are members of the team they manage. This creates tension between the need to complete your own work and the need to manage the rest of the team | PCC

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This course helps managers to balance these two roles, manage their team’s workload and delegate effectively. It takes you through how to successfully communicate at different levels within your organisation as well as how to avoid or manage conflict within your team.

Managing from Within the Team enables you to:

  • Get the balance right between doing and managing
  • Manage time well and delegate effectively
  • Be conscious of responsibility as role model to the team and what it involves
  • See how behaviour can shape the behaviour of others
  • Know when and how to offer help to team members
  • Provide help to team members without taking over

Read the full overview here

National health organisations publish a shared commitment to quality

The National Quality Board (NQB) has today (21 December) published a new framework that will promote improved quality criteria across all national health organisations for the first time | NHS England

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Image source: NHS England

The new publication provides a nationally agreed definition of quality and guide for clinical and managerial leaders wanting to improve quality.

The approach has been agreed by the national bodies that form the NQB to provide more consistency and to enable the system to work together more effectively.

It is part of work to cut unnecessary red tape by reducing duplication and aligning demands on professionals for information on the quality of services.

The document sets out a range of measures to achieve higher and consistent standards including: the need for a common language that people who use services understand; to ensure commissioners and providers experience a coherent system of assurance, measurement and regulation; that professionals and staff are equipped and empowered to deliver safe, effective, and responsive care; and leaders should create a culture where people feel free to speak up when something goes wrong.

Read the full overview here

Read the full framework here

Study on Hospital Administrators’ Beliefs and Attitudes toward the Practice of Evidence-Based Management

Guo, R. et al. (2016) Hospital Topics. 94(3-4) pp. 62-66

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The authors’ purpose was to explore hospital administrators’ beliefs and attitudes toward the practice of evidence-based management (EBMgt) and to identify the needs for EBMgt training programs. A cross-sectional, nonexperimental design was utilized. Survey data were analyzed using descriptive statistics and Spearman’s correlation. The results showed that hospital administrators had positive attitudes toward the practice of EBMgt. There was a significant correlation between attitudes and percentage of healthcare management decisions made using an evidence-based practice approach (p < .01). The study findings suggest EBMgt educational training programs would likely help hospital administrators adopt evidence-based practice in management decision-making.

Read the full abstract here

NHS England announces £101 million of new funding for new care model vanguards

£101 million of new funding to support and spread the work of the new care model vanguards | NHS England

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The vanguards are partnerships of NHS, local government, voluntary, community and other organisations that are implementing plans to improve the healthcare people receive, prevent ill health and save funds.

Considerable progress has been made since the vanguards were launched in 2015 and there is emerging evidence that they are making significant improvements at a local level. This includes reducing pressure on busy GP and A&E services.

In addition to the funding, the vanguards will continue to receive support from NHS England and other national bodies to implement their plans, including how they harness new technology including apps and shared computer systems. They are also receiving help to develop their workforce so that it is organised around patients and their local populations.

Read the full overview here

Transformation fund call to bid

To support the implementation of the Five Year Forward View vision of better health, better patient care and improved NHS efficiency, NHS England has created a transformation fund | NHS England

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The interventions for which transformation funding are available are:

Sustainability and Transformation Plans (STPs) are central to this process and all bids should be explicitly linked to the relevant local STP plans. This process is open to any STP, although individual organisations or alliances may bid on behalf of an STP for this funding; submission of applications must be via STPs.

Read the full overview here

Departmental Overview 2015-16: Department of Health

This Departmental Overview looks at the Department of Health (DH) and summarises its performance during the year ended March 2016 | NAO

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Image source: NAO

This guide is designed to provide a quick and accessible overview of the Department and focuses in particular on where we believe the Department’s performance could be improved, using examples from our published work.

It covers:

  • The department’s responsibilities and how it spends its money
  • Financial management
  • Reported performance
  • Issues identified in NAO reports

Read the full report here