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.
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
This paper brings together views from Nesta on better ways of mapping and measuring public value. It builds on work Nesta has done in many fields – from health and culture to public services – to find more rounded and
This evaluation reports on the second year of the Leading Change, Adding Value framework for nursing, midwifery and care staff, (LCAV) and its implementation, so far.
CCGs are responsible for improving the health of their populations. They do this by determining the health needs of the people they serve and ensuring there are high-quality services to meet these needs. CCGs are led by accountable officers –
Medical and nursing care have been separated from social care by deliberate design since the creation of the NHS. This is true with regard to the institutional and policy frameworks and also with regard to how care is provided in
An independent review report looking at cultural issues related to allegations of bullying and harassment in NHS Highland by John Sturrock, QC and mediator. The report identifies there may be no greater leadership challenge in 2019 than to help people
This resource was commissioned by NHS England to support delivery of the Five Year Forward View for Mental Health and the NHS Long Term Plan. This document aims to improve local strategic decisions about, and the provision of, current and
This report provides the insight to support clinicians, managers and hospital leaders to improve how care is delivered, and how theatre resources and clinical expertise can be best used. Key findings include: A third of operating lists started 30 minutes
Public services, designed in previous eras, are struggling to adapt to the rising demand pressures they face today. Yet across public services in the UK and beyond, radical innovations are emerging which meet the challenge. The key feature that connects
Increasingly councils are recognising that it is organisational culture not structure that drives impact. But what is the culture of local government? Why is changing it important? And how can such an intangible thing be transformed? Using academic research and
Within 20 years, 90% of all jobs in the NHS will require some element of digital skills. Staff will need to be able to navigate a data-rich healthcare environment. All staff will need digital and genomics literacy. This Review is about both
Details how local government and other public sector providers, have got things done previously and how, in cash strapped times, they have started moving things forward in a different way. Anyone familiar with lean/Toyota/systems thinking kind of work will get
Workforce Race Equality Standard (WRES) data report for NHS trusts. The WRES was introduced in 2015 to reveal and thereby help close the gaps in workplace inequalities between black and minority ethnic (BME) and white staff working in the NHS.
This handbook describes what local health and care systems can do to transform ophthalmology elective care services at pace, why this is necessary and how the impact of this transformation can be measured. Practical guidance for implementing and adopting a range
This handbook describes what local health and care systems can do to transform diabetes elective care services at pace, why this is necessary and how the impact of this transformation can be measured. Practical guidance for implementing and adopting a range
This handbook describes what local health and care systems can do to transform dermatology elective care services at pace, why this is necessary and how the impact of this transformation can be measured. Practical guidance for implementing and adopting a range of
This document outlines the ambitions set by NHS England and NHS Improvement and reflected in the Long Term Plan, for each NHS organisation to set its own target for BME representation across its leadership team and broader workforce. The strategy
The Equality and Health Inequalities Impact Assessment (EHIA) explains how NHS England has considered and addressed these ‘equality duties’ in developing the NHS Long Term Plan. This EHIA has assisted, and will assist, decision-makers to make informed decisions about the
This guide explains how to involve patients and carers in Quality Improvement (QI) projects. The toolkit covers topics such as: How to pay service users and carers How to recruit service users and carers How to run effective and inclusive meetings