NHS Improvement | January 2019 | A Model Employer: Increasing black and minority ethnic representation at senior levels across the NHS
NHS Improvement has published A Model Employer– a document that outlines the ambitions set by NHS England and NHS Improvement and reflected in the Long Term Plan, for each NHS organisation to set its own target for black and minority ethnic (BME) representation across its leadership team and broader workforce. The strategy will provide accelerated, intensive support to local NHS organisations on increasing the recruitment of BME staff at senior levels (Source: NHS England).
NHS Employers | January 2019 | Improving access to educational opportunities
A case study from Blackpool Teaching Hospitals demonstrates how a leadership and development programme for newly-appointed senior doctors has increased their skills and knowledge and had a positive impact on patient care.
The programme, which has been running successfully since its introduction in 2015, is now part of mandatory training for all new specialty and associate specialist (SAS) doctors and consultants.
It has a focus on enabling senior clinicians to understand the trust and their role, as well as the current financial climate.
Some key areas to the program are:
maintaining high levels of performance
working effectively with others to achieve a positive outcome
delivering high levels of quality patient care within budget
the senior doctor as leader and change agent (Source: NHS Employers).
NHS staff boosted productivity by 3% in a single year, dramatically outstripping productivity growth in the rest of the economy new figures have revealed | via NHS England
Data released by the Office for National Statistics (ONS) has shown that NHS productivity for the financial year ending 2017 grew by 3% in England, more than treble the 0.8% achieved across wider the UK economy in 2016/17.
Health service productivity in England also outpaced that achieved in health services elsewhere in the UK, with a combined UK health service figure of 2.5% in 2016.
Action taken to improve efficiency by NHS England and NHS Improvement includes:
The introduction of a cost-per-hour cap on agency staff from November 2015
Curbing prescribing of medicines that have little or no benefit saving up to £200 million a year
Stopping the routine commissioning of 17 procedures where less invasive, safer treatments are available and just as effective, saving an estimated £200 million a year
NHS Networks | December 2018| The NHS’s ‘remarkable people doing extraordinary things’ named in New Year’s Honours list
Dozens of NHS staff have been recognised in the 2019 New Year’s Honours list, including 15 leading nurses, an array of doctors, dentists, physiotherapists and other health professionals, and those who led the response to terror attacks and major incidents.
Among those receiving OBEs include Dr Malik Ramadhan, who was in charge of the A&E at the Royal London hospital in Whitechapel on the night of the London Bridge terror attack; Paul Woodrow, who as Director of Operations for the London Ambulance Service also played a leading role in ensuring victims of the attacks in London and Grenfell fire received swift care; and Colin Kelsey, who led the NHS response to the Manchester Arena bombing.
Peter Boorman, who as lead for Emergency Preparedness, Resilience and Response (EPRR) for NHS England in London helped coordinate the NHS’s response to the terrorist attacks on Westminster and London Bridge, the Grenfell fire, the Croydon tram crash and the Wannacry cyber-attack is also awarded an OBE (Source: NHS England).
Royal College of Paediatrics and Child Health| December 2018 | Workforce briefing winter 2018
This briefing document reveals that patient demand is strongly outstripping the supply of doctors as the usual seasonal increase combined with a rise in children’s emergency admissions is placing unprecedented demand on services. It emphasises the dual pressures of winter and paediatric workforce shortages; it also highlights some of the key findings from the College’s Workforce census 2017 and provides recommendations which RCPCH believe are crucial for the future of the paediatric and child health workforce.
The five recommendations are:
Plan the child health workforce
Recruit and train more paediatricians
Incentivise the paediatric workforce
Attract more overseas-trained doctors and health professionals
Plan for and expand the non-medical workforce (Source: RCPCH)
RAND Corporation | December 2018 |Enabling NHS staff to contribute to research Reflecting on current practice and informing future opportunities
The Healthcare Improvement Studies (THIS) commissioned RAND Corporation to produce a rapid review of the evidence base on engaging NHS staff in healthcare research.
RAND used four questions to guide their review:
Why do NHS staff engage with research?
How do NHS staff engage with research?
What are the challenges to NHS staff involvement in research and how can they be addressed so that contributions are effectively enabled and rewarded?
What is the impact of engaging NHS staff in healthcare research?
The report Enabling NHS staff to contribute to research Reflecting on current practice and informing future opportunities, has now been published by RAND. It finds that NHS staff S have important expertise to contribute to healthcare research. However, they also face competing demands on their time, not least delivering patient care.
NHS staff choose to engage with research for a variety of reasons, including: (i) personal interest in a research or evaluation topic; (ii) cultural expectations in some clinical disciplines that involvement in research is part of the job; (iii) a belief that research and evidence can improve the quality and safety of healthcare and patient outcomes; (iv) a positive prior experience with research; and (v) prospects for career development.
NHS staff can contribute to research in a variety of ways (e.g. responding to requests for views or for advice, in advisory board roles or as members of clinical research networks, as co-researchers or members of project steering committees).
While there are a range of challenges to effective NHS staff engagement with research (e.g. time-related, skills-related, organisational governance-related), there is an evolving evidence base on enabling mechanisms and rewards that could be pursued. The rewards for engagement that matter most to NHS staff include career progression and professional development opportunities related to learning new skills, recognition in professional communities and reputational awards, and seeing the impact of their research contributions on clinical practice.
Key impacts from NHS involvement in research include impact on research studies (e.g. on identifying research priorities, on the quality and relevance of study designs, on influential communications and dissemination); impact on the wider research system (e.g. attracting funding); influence on clinical practice (e.g. promoting the uptake of evidence) and personal impact (e.g. professional development and career progression).
Identify the most meaningful types of contribution on a case-by-case basis.
Ensure that research roles and responsibilities are clear and well defined.
Frame opportunities for involvement in a way that aligns with what motivates NHS staff to engage with health research.
Consider how best to use established and trusted professional networks, in combination with online or other types of direct awareness-raising and recruitment.
Make engagement opportunities user friendly.
Establish and nurture relationships with leadership in healthcare provider organisations
Ensure that opportunities to recognise and reward involvement in research are created and communicated to healthcare professionals. (Source: RAND Corporation)