Jane Hadfield

NHS Chief Executive, Amanda Pritchard has announced a programme to transform NHS leadership and management over the next 2 years. Leaders and managers shape the culture, experience and outcomes across the service for patients and our staff. So this programme won’t be optional; it will be an essential expectation of all leaders and managers, whether clinical or operational. This programme is being overseen by Navina Evans, Chief Workforce, Training and Education Officer, while Sam Allen, Chief Executive of North East and North Cumbria ICB has been tasked with supporting NHS England’s team to deliver the programme.   The programme has 3 workstreams which will set the right standards, improve our development offer, and nurture and deploy talent across the NHS. Workstream 1: Set the right standards for our leaders and managers NHS England will introduce a new Management and Leadership Framework to create greater parity with clinical and other professions and consistency at all levels of management and leadership. The framework is being developed now and implementation is expected to start in summer 2025. The framework will comprise: a code of practice to set out the values and behaviours expected of all leaders and managers in the NHS and social care the professional standards that leaders and managers must demonstrate the competencies which underpin the standards and outline the specific skills, knowledge and abilities individuals need to perform effectively at each level Workstream 2: Develop our leadership and management  It’s not enough to set out the right standards for leaders and managers – they need quality-assured support and training along the way too. That’s why we will set out: a new accredited leadership and management development curriculum which will describe the requirements for delivering high quality training and development refreshed leadership development programmes which update current Leadership Academy programmes against the new standards Workstream 3: Talent support and career development We need to improve how we attract, identify, mobilise and retain talent and high potential at all levels in the NHS. We will do this by: strengthening the talent pipeline for chair, non-executive director, chief executive and executive roles. This will include the Aspiring Chief Executive programme and interventions to attract new talent, and to better identify and develop existing non-executive directors through the redesigned Aspiring Chair Programme, starting in spring 2025 support senior leaders to work in the most challenged systems by identifying existing talent and current barriers to deployment at pace, with a longer-term plan to ensure the most experienced and effective leaders are identified and supported to take on these roles, and we’ll set out this plan in spring 2025 https://lnkd.in/ewJFpZS7

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The current NMC EDI Plan states that “tackling discrimination and inequality, celebrating diversity and promoting inclusion, including making sure that our processes are fair for our registered professionals and colleagues is a priority in our 2022-25 corporate plan” https://lnkd.in/eq4vDE56 Ecpept when we are assessing who might be our best interim CEO?

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To colleagues working in, or with, local public health teams in the UK, we have just launched the Systems Approach Survey. Many local areas are now using a systems approach to deliver on their healthy weight agendas. Whilst there has been a rapid uptake of these approaches across the UK, what they look like in practice varies greatly from area to area, and local teams have pointed towards several challenges in designing, implementing, and evaluating them. We have co-produced a simple survey to understand how widely systems approaches have been adopted at the local level in the UK to support the healthy weight agenda, how they have been developed, what they look like, and what the challenges to implementation are. We would like to invite you, and your colleagues, to participate in this survey. It will take between 20-40 minutes to complete. If you are not adopting a systems approach, please also complete the survey (3 questions and will take 3-5 minutes) to help build an accurate picture across England. Why take part? 1️⃣ The findings will help create tools and training to support local teams in the future 2️⃣ It will give you, and colleagues, with an ideal opportunity to reflect on your progress to date 3️⃣ A community of learning will be established to enable local teams to share the realities of applying a systems approach 4️⃣ You can help to build up a library of actions that local teams are taking as part of their systems approaches. https://lnkd.in/dWE3UKVx If you have any questions, please send me a message: [email protected]

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Researchers at Sheffield and Bradford universities have undertaken a scoping review of academic studies of AHP support staff. It sets out the common issues this workforce faces internationally (like poor access to training), the consequence of their underutilisation and the benefits of their effective deployment (including improved patient care). They quote one study that found only 10% of support workers are fully deployed. They have also summarised the wide range of factors that impact on delegation - some objective (like training), some subjective (like perceptions of scope creep). The article is open access so give it a read and think what the impact on healthcare capacity and capability would be if this important group of staff were fully utilised - https://lnkd.in/ef5-xHbf

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"Meeting The Needs Of Socially Vulnerable Patients: Views Of ACO Leaders On Moving From Intent To Action" https://lnkd.in/eA8hZ_kw Seven themes emerged: 1. ACOs were in the early stages of collecting social needs data 2. Leaders were frustrated by an incomplete ability to act on such data 3. ACOs tended to stratify patients by medical, rather than social, risk 4. Some ACOs have introduced pilot programs to address challenges, including social isolation and drug costs 5. Programs were often payer agnostic 6. Rural ACOs faced unique challenges 7. Medicare reforms related to reimbursement, logistical support, quality metrics, and patient benefits could support ACO efforts. #Vulnerability #TSR #ACO #MedicareReform #SocialRisk #DataInsights #PatientsFirst #SocialIsolation #DrugCosts #PatientExperience @HealthAffairs @ProjectHope #TransformativeService

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AI everywhere... (By the way, so many nice terminology in a guide: Right Place, Right Process, Right People. Secure the greatest value...) The new NHS guideline on health care setting & workforce also has important insights for new approaches: ''AI'' is also in routine guidelines anymore, this time for ''changing ideas'' and planning. Each professional area seem to be considering new work planning and consider AI in many steps. This one is an example for new approaches: https://lnkd.in/e_xSmmKC

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Wes Streeting beginning to outline new NHS policy on NHS leaders and managers:'you can expect a grown-up break from the past. No more manager bashing for manager bashing’s sake.   Lord Darzi’s investigation into the NHS concluded that the problem is not too many managers, but too few with the right skills and capabilities. And let me tell you, that is not the most convenient conclusion for a politician to receive. I could be no more popular than announce the sacking of lots of managers, but that would not be the right thing to do. I am prepared to make an unpopular argument with the public about the value of good leaders. The NHS is one of the biggest organisations in the world. We should be competing with global businesses to attract top talent, and for that we need to attract and retain the best. So we will invest in you and support you. Yesterday, Amanda laid out our plans to develop a new NHS management and leadership framework with a single code of practice, set of competencies and national curriculum to help develop essential leadership capabilities. We are establishing a college of executive and clinical leadership, to help train and develop excellent NHS leaders. Non-clinical leaders should be working in lockstep with clinical leaders and that’s why I want this resource to be available to every type of leader in our NHS.'

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A very useful read. #dementia

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Can you spare a few minutes to complete this online survey? 👇It will help us to make recommendations to employers about what is being offered and what more can be done.

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I’ve just finished reading the #Darzi report 📊 Key points for #palliative care: 🔺the experiences of dying people accessing services 🔺a priority to understand & meet people’s wishes 🔺to transform care decision makers must listen to patient voices & work in coproduction

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The new NHS priorities do make sense but making shifts to deliver them will be challenging: '3 big shifts that will underpin our 10-year plan for health: from hospital to community from analogue to digital from sickness to prevention These shifts are not radical new ideas, but delivering them truly would be.   They’re necessary to tackle the challenges of our growing ageing society, rising levels of chronic disease and rising cost pressures; as well as to seize the opportunities of a scientific revolution in which AI, machine learning, genomics and data offer us the chance to transform our system of healthcare to one that can not only diagnosis earlier and more accurately and treat more quickly and effectively, but also predict and prevent illness.' https://lnkd.in/ee6CXRGf

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We have a great event planned, taking a look at great research and engaging with expert speakers to consider how we can enhance people management in the healthcare sector. We are talking about line management, conflict management, talent and much more. Please share with your network, we are really looking forward to the day! #schoolofbusiness #employmentrelations #HR #conflictmanagement #linemanagement

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How can we make sure that people have better experiences when interacting with health systems? The main message coming through from these recommendations is how important good communication is during the health journey. #RuralHealth #RuralHealthCareers #RuralCommunitites #HealthEquity #HealthJourney

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CQC Single Assessment Framework Review by Professor Sir Mike Richards is published today, alongside the final report by Dr Penny Dash. https://lnkd.in/erRzz_xs The Care Quality Commission’s board commissioned this review, which examines the CQC's transformation programme: organisational restructure, single assessment framework, new IT system. Sir Mike’s diagnosis is that the CQC needs a fundamental reset. Key findings 1. Transformation initiatives failed to deliver intended benefits: - CQC struggling to fulfill primary purpose - Fewer inspections, delayed reports - Providers concerned about process and quality 2. Negative staff impacts: - Demoralisation and high turnover - Loss of clinical leadership in inspections 3. Single assessment framework issues: - Too complex, ignores service differences - Confusing elements, delays in reporting 4. IT platform problems: - Adverse impact on staff and providers - Unresolved issues 5. Staffing and morale: - Low morale, insufficient staffing - Inadequate training for new staff 6. Partnership loss: - Providers report diminished collaboration with CQC 7. Limited data usage progress: - Modest improvements in data-informed assessments Key recommendations 1. Organisational reset: - Revert to previous structure - Reinstate sector-based teams led by Chief Inspectors 2. Modify assessment framework: - Retain some aspects, modify others - Suspend evidence categories and scoring system 3. Simplify IT platform 4. Improve data usage: - Incorporate existing datasets - Establish new data sharing agreements 5. Address staffing: - Review levels and pay scales - Fill shortages in key areas 6. Reprioritise inspections: - Focus on high-risk areas given current staffing 7. Rebuild provider partnerships: - Collaborate on assessment design - Consider reintroducing peer review Conclusion Comprehensive inspections and ratings are achievable with adequate staffing, training, and methodology. Urgent action is needed to restore the CQC's effectiveness in regulating health and social care services. The Homecare Association contributed to this review and is keen to ensure our system of regulation is fit for purpose. We want to see a clear plan and swift action to address the many problems created by CQC’s transformation programme. Our comment on the report by Dr Penny Dash is here: https://lnkd.in/eEQD7ihZ #CQC #regulation #Quality #outcomes

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A very helpful summary of where things stand on the CQC Single Assessment Framework. Good intentions, bad execution, compounded problems, limited input from the frontline. We’ve seen it all too many times before - but here’s hoping this report can soon turn from words to action. Our sector needs it.

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A public consultation will be launched tomorrow (Tuesday, 26 November 2024) seeking views on government proposals to regulate health service managers, ensuring they follow professional standards and are held to account. The Department of Health and Social Care will also consult on whether to introduce a new professional duty of candour on managers and, in addition, to make managers accountable for responding to patient safety. They are designed to tackle a culture of cover up which has been found to be present in several patient safety scandals in recent years. The consultation will run for 12 weeks from Tuesday, after which the department will consider responses to the consultation and will set out next steps in due course. An essential element of any ‘duty of candour’ will be a guarantee to protect those who speak up and take sanctions against those who bring reprisals for doing so … this is the very essence of the Principle of Parrhesia (the Powerful guaranteeing protection to the Vulnerable in exchange for the Truth), so perhaps we have a chance now to change the face of society and the culture of work. IF we can get to right in the NHS we can get it right anywhere - but it’s a big ask

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Do you want to know how to manage change effectively? Book now onto the Managing Change in Health Care workshop on 23rd May. Find out more and book now here: https://loom.ly/2b5lwgA #managingchanging #nhs #healthcare #Thornfields

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