NHS England and NHS Improvement guide to professional development opportunities and possibilities to support allied health professionals (AHPs) lead at all levels. It describes the common features of the AHP leadership journey, by combining insights and evidence from trust executives and
Provides details of purchasing point information for existing buying groups that have access to Commerical Medicines Unit (CMU) contracts. It can be filtered in various ways to produce individual purchasing point lists for each buying group currently in England. This could
Organisations have a duty to protect the health of future generations by reducing carbon emissions and combating climate change. The health and care system reduced emissions by 18.5% up to 2017. While this is good progress, it is still behind
This guidance document has been produced to provide guidance to organisations completing the Emergency Preparedness, Resilience and Response (EPRR) annual assurance process.
Improvement in staff engagement using the innovative Event in the Tent, learning from staff about how to resolve workplace issues and develop quality services at Milton Keynes University Hospital NHS Foundation Trust. It took the concept of the big conversation
Research demonstrates that the support of wellbeing in the workplace has a positive impact on staff, business and organisations. It includes benefits in terms of reduced absenteeism and presenteeism as well as improved productivity. Whilst the landscape of health and
King’s Fund survey data from 145 trusts shows that executive director vacancies in NHS providers are widespread. Key findings include: 8 per cent of executive director posts are vacant 37% of trusts have at least one vacant executive director role,
This report sets out the NHSPRB’s analysis of evidence provided by relevant organisations and makes observations on the pay of NHS staff paid under Agenda for Change for 2018 to 2019. Executive Summary
Guidance, published jointly by NHS England and NHS Improvement, sets out the plans for the NHS in light of the November 2017 budget announcements. It outlines how the additional funding will impact on emergency and urgent care, elective surgery and
Report on an Office of Health Economics Seminar on NHS staffing markets and the use of temporary staff, specifically in the NHS provider sector, i.e. foundation trusts and NHS trust. (which include hospitals). It provides an overview of the NHS labour
One year on from the launch of the Developing People- Improving Care, we highlight how leaders across health and social care have implemented the framework. This involves ensuring systems of compassion, inclusion and improvement, are at the core of the health
Guide from NHS Providers and Hempsons identifying seven key steps STPs and their partner organisations should consider to support the evolution to accountable care. Key issues to consider are: Phasing Partners Governance Contracting Funding Organisational Form Enablers
Developed by the Local Government Association (LGA) and Association of Directors of Adult Social Services (ADASS), national partners and the sector in 2015, offers a practical approach to managing patient flow and hospital discharge. The model identifies eight system changes that
This document summarises the lessons learned so far from the 13 acute care collaboration (ACC) vanguards , to support providers and systems considering similar models of collaboration. It outlines what they are doing to improve the quality and sustainability of services,
Ahead of an opposition day debate in Parliament, NHS Providers has produced a briefing on NHS winter pressures. It includes: NHS Providers key messages on NHS winter pressures Analysis of NHS England’s weekly winter performance data How staff are going
Leading Large Scale Change: a practical guide has been produced by the NHS England Sustainable Improvement Team and the Horizons Team, NHS England, to help all those involved in seeking to achieve transformational change in complex health and care environments.
House of Commons Committee on Exiting the European Union assessment of the impact of Brexit on the Medical Services and Social Care Sector.
Sets out the Secretary of State’s determination, made under paragraph 4 of Schedule 7B to the Local Government Finance Act 1988, of the percentage of the authority’s non-domestic rating income that is to be the billing authority’s central share and the percentage that
This report illustrates the effect of good people management with an analysis of the National Health Service. The report found Trusts that made the most extensive use of good people management practices were over three times more likely to have the
Nuffield Trust report on the slow adoption of innovations by the NHS that finds it is due to: An overly supply-driven and top-down approach to innovation. Shifts towards the co-production of solutions between clinicians and industry are encouraging, but initiatives