NHS Estates

The Kings Fund has published NHS Estates: Review of the Evidence

This report sets out the findings of an evidence review in relation to estates strategy, commissioned by the Department of Health.  It includes evidence on the approach to developing a strategy, and the different components required for an effective strategy. It also identifies the skills and capability involved in estates strategy development, and provides examples of some of the models for estates development that have been used in the NHS and elsewhere in the public sector (both in the United Kingdom and abroad).

The report can be downloaded here


New workforce supply resource from NHS Employers

NHS Employers has developed a range of new workforce supply web pages to support healthcare employers.

The resource has been set up to help organisations consider the political and social context they are employing staff in, and to develop a workforce strategy that is wide ranging, yet achievable. It addresses the challenges employers face in terms of planning for educating, recruiting, developing and retaining their staff.

Visit the Workforce Supply resource here


Excellence By Design: Standards For Postgraduate Curricula

These newly developed standards aim to make postgraduate training more flexible for doctors | General Medical Council

Image source: GMC

They provide a framework for the approval and provision of postgraduate medical education and training across the UK. All medical colleges and faculties are required to update all 103 existing postgraduate medical curricula against the GMC’s new standards, with a target to complete the process by 2020.

During our approval processes, organisations † must describe and give evidence to show how our standards and requirements set out in this document have been addressed in the design and development of the proposed curriculum. For a curriculum to be meaningful, it must address many interdependent factors, such as:

  •  clinical safety
  • expected levels of performance
  • maintenance of standards
  • patient expectations
  • equality and diversity requirements
  • strategic workforce issues and system coherence
  • operational and professional perspectives.
Image source: GMC

Our curriculum approval process will make sure all of these different dimensions have been appropriately considered and addressed effectively during the development process.

Leeds Teaching Hospitals reducing agency spend case study

This case study shares the experience of Leeds Teaching Hospital NHS Trust on how they reduced levels of medical agency spending | NHS Employers


The Leeds Teaching Hospitals NHS Trust has reduced its medical agency spend by introducing a central deployment service and making effective use of e-rostering to deliver a consistent and professional approach to the deployment of junior doctors.

This case study details the work the trust has carried out, from the medical workforce team working with medical managers, consultants and junior doctors to standardisation of processes. Read up on the steps they took towards improvement and the successes that have been achieved.

Download the full case study here

Developing sustainable primary care

Challenges facing general practice are increasing. This comes at a time of increased patient need, high demand for services and growing challenges in retaining and recruiting clinical team members | PCC


PCC has been supporting practices to prepare for the future by looking at ways they can become more sustainable. From our work so far, the following themes have emerged:

  • The need to ensure practices are well run, claiming appropriately and considering how the practice, as a whole, could work smarter.
  • Planning for the future –how a practice will need to change in the next three to five years and how steps towards this can start now, to achieve early wins and boost morale.

General practices are responding to the increasing demands they face in several ways. Some are merging with other like-minded practices or working with other partners in the health economy. Others are collaborating to share back office or clinical skills to enable them to manage patients and workloads most appropriately. This includes signposting to alternative local services.

Read the full overview here

Occupational health: the value proposition

Occupational health: the value proposition | Society of Occupational Medicine

This report provides a narrative synthesis of the evidence from the scientific and wider literature to help illustrate and publicise the benefits that occupational health services provide to employees, employers and to the economy.  The report is aimed at policy makers and commissioners of services and will form the basis of summary leaflets for employers and workers and their representatives.

Image source: http://www.som.org.uk/

One challenge is to overcome the view that occupational health services are a cost and do not contribute to the bottomline. However, occupational health services should be highly cost-effective provided that there is an effective skills mix; people work to their distinctive competencies and perform work that adds value.

Occupational health services improve the health of the working population, help prevent work-related illnesses, provide early interventions for those who develop a health condition thus preventing avoidable sickness absence and increase the efficiency and productivity of organisations.

Full report available here


Mental health and new care models

GPs need to prioritise mental health more, say experts. | Mental health and new models of care | Kings Fund | OnMedica

While some of the vanguard sites developing new care models report promising early results from adopting a whole-person approach, the full opportunities to improve care through integrated approaches to mental health have not yet been realised.
This Kings Fund report draws on recent research with vanguard sites in England, conducted in partnership with the Royal College of Psychiatrists. The report found that where new models of care have been used to remove the barriers between mental health and other parts of the health system, local professionals saw this as being highly valuable in improving care for patients and service users. But there remains much to be done to fully embed mental health into integrated care teams, primary care, urgent and emergency care pathways, and in work on population health.

The main vehicle for rolling out what vanguards are trying to achieve are England’s sustainability and transformation plans (STPs) and there are concerns, said the authors, that some STPs had limited content on mental health.

‘It is vital that STP leaders are encouraged to make mental health a central part of their plans, and that they are able to take heed of the emerging lessons from vanguard sites,’ says the report.

More mental health support is needed in GP surgeries, said the authors. They recommend strengthening mental health capabilities in the primary and community health workforce by improving the confidence, competence and skills of GPs, integrated care teams and others.