The What Works Network: Five Years On – The Cabinet Office

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

Against the Odds: Successfully scaling innovation in the NHS – The Innovation Unit and The Health Foundation

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

Sustainability and transformation in the NHS: Department of Health and Social Care – National Audit Office

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: A guide to leading large scale change through complex health and social care environments – NHS England

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.

Good work, wellbeing and changes in performance outcomes: illustrating the effects of good people management practices with an analysis of the National Health Service – What Works Wellbeing

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

NHS efficiency map: redesigning services: Modelling the need for mental health beds – Healthcare Financial Management Association

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.

Falling short: Why the NHS is still struggling to make the most of new innovations – Nuffield Trust

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

Building a Britain for the future: Understanding the Industrial Strategy white paper – NHS Confederation

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.

Time to care: Securing a future for the hospital workforce in Europe – Deloitte Centre for Health Solutions

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

We change the world: What can we learn from global social movements for health? – Nesta

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

Some assembly required: implementing new models of care: Lessons from the new care models programme – The Health Foundation

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

Accountable care – the art of the possible: An eight step guide to accountable care – NHS Providers

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

Steering towards strategic commissioning: Transforming the system – NHS Clinical Commissioners

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)

Reconfiguration Of NHS Services (England): (Briefing Paper Number 8105) – House of Commons Library

This briefing on reconfiguration of NHS services includes recent policy developments, information on consultation and scrutiny powers, and drivers of major service changes.

Making the case for quality improvement: lessons for NHS boards and leaders – King’s Fund

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

Sustainability And Transformation Partnerships: Developing Robust Governance Arrangements – Healthcare Financial Management Association

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

Sustainability And Transformation Plans And Partnerships: (Briefing Paper Number CBP8093) – House of Commons Library

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

Ashford and St Peter’s Hospitals Foundation NHS Trust: Staff ‘Be the change’ for Quality Improvement – NHS Employers

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: The Next Frontier in Clinical Delivery Innovation? – The Commonwealth Fund

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

A realist informed mixed methods evaluation of Schwartz Center Rounds® in England – National Institute of Health Research

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