Accountability and performance management arrangements for CCGs

This report explores the accountability and performance management arrangements for CCGs and looks at the implications of  STPs and accountable care systems for these| The Nuffield Trust

The NHS has developed systems to hold both providers and commissioners of NHS services to account. These have arguably become more complex with the introduction  of 44 sustainability and transformation partnerships (STPs). This report from the Nuffield Trust draws on analysis and insights from the current system, and explores the challenges and opportunities presented by STPs for accountability in the NHS. It is based on 13 interviews with senior CCG leaders and NHS England policy makers which took place in September 2016.

The report also explores how commissioners and providers respond to different approaches to accountability and performance management. The report then considers the implications of this learning for the future development of STPs, accountable care organisations and accountable care systems.

Full report: A two-way street: what can CCGs teach us about accountability in STPs?

Related Nuffield Trust blog: Staying accountable: NHS leadership in hard times

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Staff ‘be the change’ for quality improvement

NHS Employers

Case study looking at Ashford and St Peter’s Hospitals NHS Foundation Trust’s approach to quality improvement.

Part of our series focusing on staff involvement for quality improvement, the case study looks at how Ashford and St Peter’s has used innovative staff involvement techniques to help all staff improve quality of patient care. Beginning as an initiative solely for medical staff engagement, it has now been adopted across the organisation.

 

Health and wellbeing as part of the reward offer

NHS Employers

Northumbria Healthcare NHS Foundation Trust has taken positive action to support the health and wellbeing of its staff through its reward offer.

This case study looks at the importance of communicating the entire reward offer to potential and existing staff, how the approach had been embedded in HR processes and the targeted approach to health and wellbeing.

As a result, there has been a positive impact in what staff think about the trust and there has been a reduction in short-term absence

Using mobile app technology to reduce agency spend

NHS Employers
This case study describes how Chelsea and Westminster Hospital NHS Foundation Trust has significantly reduced their agency spend by developing an app which allows locums to easily self-roster.

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LocumTap has increased bank use from 30 to 70 per cent, is saving the trust approximately £40,000 a month for junior doctor shifts alone and is improving morale, recruitment and retention.

Quality improvement

Establishing quality improvement approaches which actually work has much to do with suitable leadership and organisational culture, according to a new King’s Fund report.

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This report explores the factors that have helped organisations to launch a quality improvement strategy and sustain a focus on quality improvement. It identifies three common themes for successfully launching a quality improvement strategy: having a clear rationale; ensuring staff are ready for change; understanding the implications for the organisation’s leadership team in terms of style and role.

The report finds that NHS leaders play a key role in creating the right conditions for
quality improvement. Leaders need to engage with staff, empower frontline teams to
develop solutions, and ensure that there is an appropriate infrastructure in place to
support staff and spread learning.

Full reference: Jabbal, J| Embedding a culture of quality improvement | Kings Fund

There for us: A better future for the NHS workforce

This NHS Providers report highlights that there are no domestic “quick fixes” to the severe workforce shortages in the NHS, and that any significant reduction in the number of overseas staff in the next few years is likely to have a serious and damaging impact on services for the public.

The report focuses on the response from the Department of Health and its arms-length bodies to the NHS’s growing workforce challenges.

Full report at NHS Providers

£4 billion needed next year to stop NHS care deteriorating

Analysis from the Health Foundation, The King’s Fund and the Nuffield Trust suggests the government must find at least £4 billion more for the NHS in the Budget to stop patient care deteriorating next year.

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The briefing calls on the government to recognise the immediate funding pressures facing the sector in 2018/19, which will see NHS funding growth fall to its lowest level in this parliament.

The publication also urges the government to act to close the growing funding gaps facing the health and care system, which it says are now having a clear impact on access to care.

The report calls for a credible medium-term strategy to better match the resources for the health and care service with the demands it faces, and proposes a new independent body to be established to identify the long-term health care needs of the population and the staffing and funding required to meet these needs.

Full briefing: The Autumn Budget:  Joint statement on health and social care

Related press release from The Health Foundation