Leading Change, Adding Value: a framework for nursing, midwifery and care staff: a final service evaluation – NHS England and NHS Improvement

This is the final service evaluation which reports on the 3rd year of Leading Change, Adding Value (LCAV) and describes the learning from the dissemination and subsequent implementation of the principles in the LCAV framework. This report concludes the 3

CCG 360° Stakeholder Survey National Report 2018/19: Case studies of high performing CCGs – NHS England

A central part of the CCG assessment process is the CCG 360 Stakeholder Survey, case studies of good practice are presented in this report. A key aim of the survey is to enable NHS England to assess whether CCGs are

CCG 360° Stakeholder Survey National Report 2018/19: National Report – NHS England

A central part of the CCG assessment process is the CCG 360 Stakeholder Survey, the findings of which are presented in this report. A key aim of the survey is to enable NHS England to assess whether CCGs are operating

Transforming elective care services radiology: Learning from the Elective Care Development Collaborative – NHS England

This handbook is for commissioners, providers and those leading the local transformation of radiology elective care services. It describes what local health and care systems can do to transform radiology elective care services at pace, why this is necessary and

Transforming elective care services neurology: Learning from the Elective Care Development Collaborative – NHS England

This handbook is for commissioners, providers and those leading the local transformation of neurology elective care services. It describes what local health and care systems can do to transform neurology elective care services at pace, why this is necessary and

Transforming elective care services general medicine: Learning from the Elective Care Development Collaborative – NHS England

This handbook is for commissioners, providers and those leading the local transformation of general medicine elective care services. It describes what local health and care systems can do to transform general medicine elective care services at pace, why this is

Sparking change in public systems: The 100 Day Challenge – Nesta

Front-line practitioners and people who rely on health and care services have unrivalled expertise in how the system operates, but often have little influence or ownership over change. The 100 Day Challenge allows front-line staff and citizens to collaborate and

Creating a culture of excellence: How healthcare leaders can build and sustain continuous improvement – KPMG

Globally, healthcare leaders are increasingly looking to embed the principles of continuous improvement in their organizations. Empowering staff to deliver safe, high-quality, reliable care can provide a step-change in results.  Continuous improvement helps address these obstacles by fostering a systematic and

PSNC Briefing 024/19: NHS Long Term Plan Implementation Framework – Pharmaceutical Services Negotiating Committee

This briefing summarises the elements of the NHS long term plan implementation framework that are of most relevance to community pharmacy contractors and local pharmaceutical committees.

NHS Long Term Plan Implementation Framework: system support offer – NHS England

This Long Term Plan Implementation Framework system support offer signposts the national and regional support systems can draw on to develop their five-year strategic plans.  

NHS Long Term Plan implementation framework – NHS England

Following the publication of the NHS Long Term Plan, NHS England and NHS Improvement committed to publishing an implementation framework, setting out further detail on how it would be delivered. Local systems are developing their five-year strategic plans which will

Designing integrated care systems (ICSs) in England: An overview on the arrangements needed to build strong health and care systems across the country – NHS England

This guide sets out the different levels of management that make up an integrated care system, describing their core functions, the rationale behind them and how they will work together.

Unfinished business: The need to invest in the whole health and care system – NHS Confederation

NHS Confederation survey that reveals a strong commitment and real enthusiasm for the key planks of reform articulated in the Long Term Plan. It shows that leaders across the NHS in England, spanning trusts, clinical commissioning groups and integrated care

Investing in The NHS long term plan: Job done? – The Health Foundation

Health Foundation briefing that analyses the challenges now facing health and social care and looks at the implications of the plan for activity levels and workforce in the NHS in England. It sets out funding scenarios for areas of health

The best job in the world?: The views of first-time NHS chief executives – NHS Confederation

Observations of nine new NHS chief executives, with tenures from 18 months to 2.5 years. It outlines the views of the new NHS chief executives on the changes in leadership approach and culture that they believe will be required if

The future of eye care: building on NHS reform success – Reform

Reform policy briefing offers an outlines the role of the eye care sector in delivering the long-term NHS agenda. Particular attention is given to the lessons that the sector can offer for primary care delivery, with a view to reducing

Transforming elective care services: General Surgery: Learning from the Elective Care Development Collaborative – NHS England

This handbook is for commissioners, providers and those leading the local transformation of general surgery elective care services. It describes what local health and care systems can do to transform general surgery elective care services at pace, why this is