NHSI to create league table for management consultants

NHS Improvement is to produce a league table on the most effective management consultants | HSJ

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At a session at the NHS Confederation conference in Liverpool yesterday, the head of the regulator’s financial improvement programme, said the ratings would go down to team and individual level.

Matthew Fox said performance would be hard to measure and would be done with the necessary respect for the individuals involved, but would get “into the world of Uber and individual scoring”.

The programme, now in its second year, sends teams of management consultants into trusts to turnaround financial performance. The ratings would apply only to consultancies involved in the programme.

Mr Fox said the programme was the “amber” to financial special measures’ “red” and NHSI asked firms to demonstrate a return on investment of 4:1.

He added that trust management teams were generally aware of where the savings opportunities were, they just did not have the time to pursue them, and this was where the external agencies came in.

Read the full news story here

The role of the Medical Director in the NHS

This paper explores the role of the Medical Director in acute trusts in the NHS, and is part of an insight series produced by GGI on the key board roles within the NHS.

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With the increasing significance that has been attributed to clinical leadership over recent years, the role of the Medical Director is widely seen as more important than ever. Despite this, there appears to be a lack of clarity about the role, and also significant barriers to its uptake, most pertinently the issue of career progression and succession planning.

This paper explores:

  • background to the role: definition, importance, perception and the route to becoming a medical director
  • responsibilities of the Medical Director
  • what makes an effective medical director?
  • accountabilities and reporting lines and the wider team
  • training for the role and career progression
  • barriers and challenges

The paper is available to download via The Good Governance Institute

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

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

The UK must improve its approach to medical management

Evans, D. Nuffield Trust Blog. Published online 12 December 2016

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“The latest research from the Nuffield Trust provides a fascinating assessment of the state of the relationship between doctors and managers. The fact that we continue to look on them as two separate tribes probably says it all, but I would recommend reading the whole thing. I was particularly struck by the finding that chief executives are the most optimistic group – which either shows that they have a true understanding that things will get better or a delusional belief in their own abilities to bring about change, depending where you sit.

Undoubtedly this relationship is at the heart of the NHS and must be nurtured if the service is to survive and improve in these hard times for us all. The patients are at the centre of everything we do and that is worthy of a constant reminder to everyone. Together we can make great things happen.”

Read the full blog post here

The challenge and potential of whole system flow

Improving flow across whole health and care systems | David Fillingham, Bryan Jones, Penny Pereira (The Health Foundation)

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Image source: The Health Foundation

Whole system flow is the coordination of all systems and resources, across a health and social care economy, to deliver effective, efficient, person-centred care in the right setting at the right time and by the right person.

Improving flow is seen by both practice leaders and policymakers as having a crucial role to play in driving up service quality and productivity, as well as improving the experience of care for patients and service users.

The challenge and potential of whole system flow introduces methods that local health and social care leaders can use to improve whole system flow. It also describes steps policymakers and regulators can take to create an environment conducive to change at this scale.

Read the overview here

Read the full report here