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Tag Archives: Reforming the NHS From Within: Beyond Hierarchy
NHS Leadership Review (BBC News / Department of Health)
Summary Lord Rose, formerly of Marks & Spencer, was commissioned by the Secretary of State for Health to review leadership in the NHS. This controversial and independent report covers how to attract and develop capable leaders, whether from inside or … Continue reading →
Posted in BBC News, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Health Education England (HEE), In the News, National, NHS, Quick Insights, Standards, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Alan Foster: Chief Executive of North Tees and Hartlepool NHS Foundation Trust - Durham Darlington and Tees Hambleton Richmondshire and Whitby STP Footprint Lead, Allan Kitt: Chief Officer of South West Lincolnshire CCG - Lincolnshire STP Footprint Lead, Amanda Pritchard: Chief Executive of Guy’s and St Thomas’ NHS Foundation Trust - South East London STP Footprint Lead, Andy Hardy: Chief Executive of University Hospitals Coventry and Warwickshire NHS Trust - Coventry and Warwickshire STP Footprint Lead, Andy Williams: Accountable Officer of Sandwell West Birmingham CCG - Black Country STP Footprint Lead, Angela Pedder OBE: Chief Executive of Royal Devon and Exeter NHS Foundation Trust - Devon STP Footprint Lead, Balanced Scorecards, Balkanization of Trusts, BBC Health News, Better Regulation, Beverley Flowers: Accountable Officer of East and North Hertfordshire CCG - Hertfordshire and West Essex STP Footprint Lead, Burden Impact Assessment Template and Protocol (HSCIC), Bureaucracy, Bureaucracy and Burnout, Bureaucratic and Regulatory Burdens, Change Fatigue, Change Fatigue (Reforms), Coast Humber and Vale STP Footprint Lead, Consequences of the Francis Inquiry Report, Constant Fire-Fighting, Core Management Competencies, Cornwall and the Isles of Scilly STP Footprint Lead, Culture and Leadership, Culture of Visible Leadership, Dalton Review (2014), Dalton Review: New Options for Providers of NHS Care, David Pearson: Director of Adult Social Care of Nottinghamshire County Council - Nottinghamshire STP Footprint Lead, David Sloman: Chief Executive of Royal Free London NHS Foundation Trust - North Central London STP Footprint Lead, David Smith: Chief Executive of Oxfordshire CCG - Buckinghamshire Oxfordshire and Berkshire West STP Footprint Lead, Department of Health Culture, Deregulation, Dr Amanda Doyle OBE: Chief Clinical Officer of Blackpool CCG - Lancashire and South Cumbria STP Footprint Lead, Dr Anita Donley: Independent Chair for Mid and South Essex Success Regime - Mid and South Essex STP Footprint Lead, Dr Matthew Dolman: Chair of Somerset CCG - Somerset STP Footprint Lead, Dr Mohini Parmar: Chair of Ealing CCG - North West London STP Footprint Lead, Dr Neil Modha: Chief Clinical Officer of Cambridgeshire and Peterborough CCG - Cambridgeshire and Peterborough STP Footprint Lead, End to Silo Working, Feeding the Regulatory Beast, Future Leaders, Gary Thompson: Chief Officer of Southern Derbyshire CCG - Derbyshire STP Footprint Lead, Glenn Douglas: Chief Executive of Maidstone and Tunbridge Wells NHS Trust - Kent & Medway STP Footprint Lead, Healthcare Targets, Implications of the Francis Inquiry Report, Inspections and Bureaucracy, James Scott: Chief Executive of Royal United Hospitals Bath NHS Foundation Trust - Bath Swindon and Wiltshire STP Footprint Lead, Jane Milligan: Chief Officer of Tower Hamlets CCG - North East London STP Footprint Lead, John MacDonald: Chair of University Hospitals North Midlands NHS Trust - Staffordshire STP Footprint Lead, John Wardell: Accountable Officer of Nene CCG - Northamptonshire STP Footprint Lead, Julia Ross: Chief Executive of North West Surrey CCG - Surrey Heartlands STP Footprint Lead, Kathryn Magson: Chief Officer of Richmond CCG - South West London STP Footprint Lead, Lack of Stability Across the NHS (Alleged), Leadership, Leadership and Culture, Leadership Development, Leadership: Key to Change, Leading Constant Change, Learning Culture, Less Regulation, Local Strategic Oversight, Lord Rose Report into NHS Leadership, Lord Rose Report on Leadership in the NHS, Lord Rose Report: Better Leadership for Tomorrow, Louise Shepherd: Chief Executive of Alder Hey Children’s NHS Foundation Trust - Cheshire and Merseyside STP Footprint Lead, Management Environment, Management Support, Management Too Tactical (Lacks Strategic Thinking), Many and Varied Messages From Central Government (Alleged), Mark Adams: Chief Officer of Newcastle Gateshead CCG - Northumberland Tyne and Wear STP Footprint Lead, Mark Rogers: Chief Executive of Birmingham City Council - Birmingham and Solihull STP Footprint Lead, Marks and Spencer, Mary Hutton: Accountable Officer of Gloucestershire CCG - Gloucestershire STP Footprint Lead, Mentoring, Mentoring of Managers and Future Leaders, Merger of Oversight Bodies, Michael Wilson: Chief Executive of Surrey and Sussex Healthcare NHS Trust - Sussex and East Surrey STP Footprint Lead, NHS Culture, NHS Culture Change, NHS England's Five Year Forward View (2014), NHS Five Year Forward View (5YFV), NHS Leadership, NHS Leadership Academy, NHS Leadership Academy (NHS LA), NHS Leadership Academy Moved From NHS England to Health Education England, NHS Leadership Review, NHS Reform, NHS Reform in England, NHS Trust Financial Deficits, NHS Vision and Ethos, Nick Hulme: Chief Executive of Ipswich Hospital NHS Trust - Suffolk and North East Essex STP Footprint Lead, Norfolk and Waveney STP Footprint Lead, Open and Supportive Culture, Oversight, Oversight and Monitoring, Oversight Bodies Fragmented, Patient Safety, Pauline Philip: Chief Executive of Luton & Dunstable University Hospital NHS Foundation Trust - Milton Keynes of Bedfordshire and Luton STP Footprint Lead, Performance Management, Proactive Professional Regulation, Professional Regulation, Professional Standards Authority, Professional Standards Authority: Re-Thinking Regulation, Quality Control, Quality of Care, Re-Thinking Regulation: Deregulation Less Regulation and Better Regulation, Reduction in Bureaucracy, Reforming the NHS From Within: Beyond Hierarchy, Regulation of Professionals, Relationship Between Professional and System Regulation, Removing Regulatory Barriers, Repercussions From the Francis Inquiry Report, Rethinking Regulation, Richard Samuel: Chief Officer of Fareham and Gosport CCG of South Eastern Hampshire CCG - Hampshire and the Isle of Wight STP Footprint Lead, Right-Touch Principles, Right-Touch Regulation, Rob Webster: Chief Executive designate of South West Yorkshire Partnership NHS Foundation Trust - West Yorkshire STP Footprint Lead, Robert Woolley: Chief Executive of University Hospitals Bristol NHS Foundation Trust - Bristol North Somerset South Gloucestershire STP Footprint Lead, Sarah Dugan: Chief Executive of Worcestershire Health and Care NHS Trust - Herefordshire and Worcestershire STP Footprint Lead, Shaping Culture, Silo Working, Simon Wright: Chief Executive of Shrewsbury and Telford Hospital NHS Trust - Shropshire and Telford and Wrekin STP Footprint Lead, Single Service-Wide NHS Communication Strategy, Sir Andrew Cash OBE: Chief Executive of Sheffield Teaching Hospitals NHS Foundation Trust - South Yorkshire and Bassetlaw STP Footprint Lead, Sir Andrew Morris: Chief Executive of Frimley Health NHS Foundation Trust - Frimley Health STP Footprint Lead, Sir Howard Bernstein: Chief Executive of Manchester City Council - Greater Manchester STP Footprint Lead, Space to Lead, Staff Training, Stephen Eames: Chief Executive of North Cumbria University Hospitals NHS Trust - West North and East Cumbria STP Footprint Lead, STP Footprints, Sustainability and Transformation Leaders, Sustainability and Transformation Plans (STPs), Target Culture, Target-Driven Priorities, Targets and Performance Management, Tim Goodson: Chief Officer of Dorset CCG - Dorset STP Footprint Lead, Toby Sanders: Accountable Officer of West Leicestershire CCG - Leicester of Leicestershire and Rutland STP Footprint Lead, Training and Capacity-Building, Training and Competency, Training and Education, Training and Support, Understanding What Works, Values-Based Culture, Workforce Development, Workforce Training
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Radical Review of Health and Social Care Funding (BBC News / Barker Commission / King’s Fund)
Summary The Barker Commission has asserted that the NHS and social care systems in England need to be merged, with a single ring-fenced budget, in the most radical overhaul since their creation in the 1940s. Proposals for new models of … Continue reading →
Posted in BBC News, Charitable Bodies, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, King's Fund, Management of Condition, Models of Dementia Care, National, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Accommodation Costs, Adult Social Care Eligibility Threshold, Adult Social Care Funding, Affordability, Affordability of Care, Age and Ageing, Ageing and Dementia, Ageing and Society, Ageing Policy in the UK, Ageing Population, Alignment in Entitlements to Health and Social Care, Altered Burden of Disease, Attitudes to Older People, Barker Commission, Baroness Sally Greengross: Chief Executive of the International Longevity Centre UK, BBC Health News, Becky Seale: Experts by Experience Group Co-ordinator, Beyond Integrated Care: Population Health Systems, Cambridge Whitehall Group, Care Act 2014, Care and Support Allowance, Care Costs: Cap and Means Test, Care Funding, Care in an Ageing Society, Changing Attitudes and Expectations, Charges for GP Visits, Charges for Missed Appointments, Charges for Outpatient and A&E Attendances, Collective Versus Individual Responsibility, Commission on the Future of Health and Social Care in England, Commissioning and Funding, Community-Based Interventions, Comprehensiveness Versus Limited Benefit Bundles, Continuing Care, Coordinated Care, Coordination, Countries Sharing Broadly Similar Institutions, Deficit Reduction, Dementia Tax, Demographic Changes, Demographics, Dilnot Commission Recommendations, Dilnot Commission Report on Funding of Care and Support, Dilnot Reforms, Disability Living Allowance (DLA), Entitlements, Entitlements to Health and Social Care, Equal Support for Equal Needs (Health and Social Care), Equality of Support for Comparable Needs, Experts by Experience Group, Fair Access to Care Services, Financial Constraints, Funding Challenges, Funding of Care and Support, Funding of Care and Support (Dilnot Commission), Funding of Continuing Care, Funding Reform, Future Funding Models, Future UK Health and Social Care Funding, Future UK Health and Social Care Spending, Geoff Alltimes CBE: Chair Local Government Association’s Multi-Agency Task Group on Health Transition, Graduated Path for Health and Care Support, Health and Social Care Integration, Health Care, Health Care Reform, Health Expenditure, Health Funding, Health Reform, Health System, Hypothecated Tax for Health and Social Care, Individual Responsibility and Affordability, Inequity, Inheritance Tax, Institutionalised Unfairness, Insurance Market and Other Financial Products, Integrated and Community-Based Care, Integration, Integration of Health and Social Care, International Comparisons, Julian Le Grand: Richard Titmuss Professor of Social Policy at the London School of Economics, Kate Barker CBE: Chair of Barker Commission, Kate Barker: Chair of Commission on the Future of Health and Social Care in England, King's Fund’s Time to Think Differently Programme, Lack of Alignment Between Care Funding Streams, Lack of Alignment in Organisation, Lack of Equity, Levies on Death, Local Solutions: Place-Based Approaches, Long-Term Care (LTC), Long-Term Conditions (LTCs), Longevity, Lord Bichard: Social Care Institute for Excellence (SCIE), Market Failure in Social Care, Means Test, National Framework for NHS Continuing Healthcare, National Insurance, National Minimum Eligibility Threshold for Adult Care and Support, Needs Versus Wants, Netherlands, New Settlement for Health and Social Care, NHS, NHS Continuing Care, NHS Continuing Healthcare, NHS Funding, NHS Reform, NHS Sources of Finance, NHS Tax, NHS: Sixty-Six Years On, Office for Budget Responsibility (OBR), Patient Passport, Personal Budgets, Personal Independence Payment (PIP), Personal Social Services Research Unit (PSSRU), Place-Based Collaboratives, Poor Coordination, Population Health Systems, Prescription Charges, Private Funding, Projections of Health and Social Care Spending in England, PSSRU: Personal Social Services Research Unit (LSE), Public and Private Funding, Public Attitudes and Expectations, Public Service Reform, Rationing, Rationing: Limiting the NHS, Reforming the NHS From Within: Beyond Hierarchy, Simpler Pathway: Proposals for Social Care, Single Ring-Fenced Budget for Health and Social Care, Social Care, Social Care Expenditure, Social Care Funding, Social Care Reform, Social Care Singly Commissioned, Social Demographics, Social Values, Spending Cuts, Spending on Local Authority Social Care, Sustainable Funding, Tale of Two Systems (NHS and Social Care), Tax Relief on Private Medical Insurance, Taxation, UK Social Care Spending Compared Internationally, Unfairness, Upward Spending Pressures, Wealth Taxation, Whole System Comparisons (International)
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Staff Empowerment and Engagement in the NHS (King’s Fund)
Summary A recent King’s Fund report summarises case studies at four NHS trusts with high medical engagement. The aim is to assist organisations create a culture and framework in which doctors are encouraged and enabled to engage in the leadership … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), King's Fund, National, NHS, NHS Improvement, Practical Advice, Quick Insights, Standards, UK
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Tagged Active Engagement, Barriers to Engagement, Barriers to Involvement, Berwick Review of Patient Safety, Center for Creative Leadership, Chris Ham: The King’s Fund, Clinical Engagement, Clinical Involvement in Policy Decisions, Clinical Leaders, Clinical Leadership, Clinical Policy Group (CPG), Collective Leadership, Collective Leadership for Health Care, Continuous Improvement, Continuous Learning, Continuous Learning Culture, Cross-Organisation Learning, Devolution (NHS Reform), Devolved Decision-Making, Doctors as Clinical Leaders, Education and Training, Employee Engagement, Empowerment, Engagement on Quality, Front Line Engagement, GE, Geisinger, Governance, Healthy Leadership Strategic Framework, IHI: Institute for Healthcare Improvement, Innovation and Improvement, Institute for Health Leadership: Department of Health in Western Australia, Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Institute of Clinical Leadership: University of Warwick Medical School, Inter Mountain, Jonkoping, Leadership Development, Learning From Mistakes, Learning From Others (Nationally and Internationally), Learning Organisations, Medical Engagement and Leadership, Medical Engagement: Checklist, Multi-Agency Senior Leadership Programme, Multi-Professional Clinical Leadership, New York Presbyterian, Northumbria Healthcare NHS Foundation Trust, Promise to Learn: Berwick Report, Quality Improvement, Quality Improvement Approaches, Reforming the NHS From Within: Beyond Hierarchy, Salford Royal NHS Foundation Trust, SDA Bocconi School of Management (Milan), Sharing Learning, Southern Health NHS Foundation Trust, Staff and Associate Specialist (SAS) Doctors Leadership Development Programme, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Types of Clinical Leadership, University College London Hospitals (UCLH), University College London Hospitals NHS Foundation Trust, University of Warwick Medical School, Virgin Atlantic, Virginia Mason Institute, Windsor Leadership Trust
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