This report shares a selection of key findings from the What Works Network, as well as examples of the impact that the centres have had on public services over the past five years. The What Works Network was launched five years ago to embed robust evidence
This report explores what it takes to scale innovation successfully in the NHS. To do so it used case studies of 10 innovations. It identifies commons themes: Building demand through existing networks and narratives Using evidence to build demand Balancing fidelity, quality and adaptability
Report from the National Audit Office that finds that the NHS has received extra funding, but this has mostly been used to cope with current pressures and has not provided the stable platform intended from which to transform services. Despite
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.
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
Revised case study many trusts are exploring options for moving care into the community. This case study demonstrates how one mental health has achieved this, and as a result improved patient care and reduced costs.
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
Summary of the Government’s Industrial Strategy white paper and its implications for the NHS. The white paper identifies that: How the UK approaches its ageing society is clearly a critical issue and identifies that new markets for associated innovations are being sought.
Report on the workforce challenges faced by the health care systems of 14 European countries that identifies the future challenges they face as: Demographics of the talent pool as societies age Changing expectations of reward, work-life balance and career flexibility
This report presents actionable ways to grow social movements based on the practical experience of over 40 people representing four social movements. It finds social movements: Grow in influence by engaging the right people in the right places at the right
Report from the Health Foundation that emphasises the value of local co-creation and testing of new care models, and offers useful learning for those seeking to drive the development of new models of care within sustainability and transformation partnerships and
The move from STPs through to accountable care systems responsible for planning and delivering whole population care and onwards to accountable care organisations is now beginning to pick up pace. This publication from NHS Providers sets out eight steps and key
The future of commissioning is moving at pace. The development of integrated delivery models such as accountable are organisations (ACOs), local strategic partnerships such as accountable care systems (ACSs) and larger planning footprints such as sustainability and transformation partnerships (STPs)
This briefing on reconfiguration of NHS services includes recent policy developments, information on consultation and scrutiny powers, and drivers of major service changes.
This report has been co-authored with The Health Foundation. It outlines ten lessons for NHS leaders. These provide a starting point for leaders seeking to embed quality improvement in their work. The lessons are: Make quality improvement a leadership priority
The issue of governance in relation to sustainability and transformation partnerships (STPs), accountable care systems and new models of care is a priority consideration on the watching brief of the HFMA’s Governance and Audit Committee. Robust governance arrangements are needed as local plans are
House of Commons Library briefing detailing how sustainability and transformation partnerships have been developed, their funding and accountability arrangements as well as their progress so far. While they have no legal status a key role of these partnerships was the
Case study on 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.
Behavioral design teams (BDTs) are a successful model for applying behavioral insights within an organization. This model can be adapted to function in a health care setting to deliver effective change. They are most effective when they enjoy top-level executive
Initial draft report from the National Institute of Health Research on the impact of Schwartz Center Rounds® which are found to offer unique support compared to other interventions. Organisational level interventions for staff wellbeing are scarce, and Rounds uniquely straddle both individual and