Mark Wilkinson

Commenting on The Health Innovation Network’s Impact Report 2023-24, Dr Vin Diwakar, Interim Director of Transformation for NHS England, said: “The latest report highlights that investing in innovation, research and life sciences can significantly enhance patient outcomes and benefit the UK economy and society.” Read the report: https://lnkd.in/eKYmriY2

54

https://lnkd.in/eCwxkBG5 Darzi report on the NHS is out. Amongst other things it recognises the need to value managers and build capacity and capability

8

1 Comment

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

1

NHS leaders can take urgent action to tackle systemic barriers, improve access, address discrimination, and rebuild trust with underserved communities, says the Patient Association’s Sarah Tilsed. https://lnkd.in/eqKX4jpn

5

4 Comments

Addressing health disparities isn’t just about fairness—it’s a strategic imperative. By reducing barriers to care and empowering underserved communities, we create a stronger, more effective NHS that delivers better outcomes for everyone. In her Health Service Journal article, our Head of Partnerships and Involvement, Sarah Tilsed, highlights actionable steps NHS leaders can take to address these systemic issues: 1️⃣ Expand accessibility: bring screening, diagnostic, and treatment facilities closer to underserved communities to reduce travel barriers and improve early diagnosis. 2️⃣ Strengthen patient partnerships: listen to patients’ lived experiences, empower shared decision-making, and rebuild trust through inclusive, person-centered care. 3️⃣ Combat discrimination: implement comprehensive staff training to address racism, unconscious bias, and inequities in care delivery. The NHS has the opportunity to lead with bold action. Let’s work together to ensure equity is at the heart of healthcare.

3

NHS Trusts have made great progress setting strategic commitments for reducing health inequalities - but overcoming the significant barriers that prevent them from turning strategy into action remains a major challenge. To help address this @nhsproviders have reviewed 30 NHS trusts to reveal the key components of a succesful Trust strategy for tackling health inequalities, including: 👤Clear leadership ⚙️System integration ⚖️Measurable outcomes What key components have you identified? Read the full review: https://lnkd.in/eKfFAzcY

2

Addressing #healthinequalities is an ongoing NHS priority. But how do you engage with relevant partners across communities? How do you determine the financial cost? And how do you strike the balance between national systems, joint planning, and local knowledge to address them? We cover these questions and more as part of our health inequalities bitesize courses, free to all NHS staff and essential learning to anyone wanting to contribute to the health inequalities agenda. https://okt.to/OMLB1q

13

We're pleased to be appointed as a supplier on the NHS Shared Business Services’ (NHS SBS) Consultancy and Advisory Services for Health Framework Agreement. The NHS SBS Consultancy and Advisory Services for Health Framework will support the NHS and wider public sector across various services aimed at delivering value to NHS employees, patients, and suppliers. WSP in the UK, alongside GL Hearn (member of WSP) has been named on six key lots within this framework, including Business, Leadership, Management, Governance, Structure & Strategy, Integrated Care, Healthcare & Community Care, Commercialisation, Innovation & Transformation, Finance and Procurement, Social Value, Sustainability, and Carbon Neutrality, and Property. Together, we will provide NHS clients with services such as business case development, strategy development, healthcare planning, Net Zero Carbon and Green Plan development, capital asset strategies, and more. This appointment underscores our continued commitment to supporting the critical work of the NHS through our diversified expertise. Read more here: https://bit.ly/3WQ7pWM #WeAreWSP #NHSPartnership #Health

57

1 Comment

Our new report highlights how community support and connection can improve the health and wellbeing of people living with #COPD and chronic respiratory disease in #Somerset and beyond. Read about our community engagement project to help NHS Somerset understand how to improve COPD diagnosis, care and support. https://bit.ly/3OzsIGF Research Your Way Ltd Asthma + Lung UK Primary Care Respiratory Society (PCRS)

3

It is a great to see, a new CEO championing a new infrastructure of a new build hospital which should improve the patient experience, and in turn contribute towards positive outcomes in well- equipped facilities. From business case to commissioning, a large acute hospital is similar to creating a microcosm town, with all the necessary infrastructure, services, and governance to support a thriving community to provide a high quality of life (or care) for their inhabitants (or patients).The increasing fiscal costs of newly built hospitals, whether in public or private sectors from the cost of the project cycle to operational never stays the same, always increasing due to various factors which leaves no choice for Trust Boards , Investors and Commissioners to fill the fiscal vacuum. It raises various questions, why can we not plan ahead and take bolder decisions. Thirty-three years ago, as a student, my supervisor joked “it takes multiple personnel (5 people+) to change a light bulb in a hospital environment”. In recognition, hospital environments have to comply with stringent health & safety standards, my real time assessment whilst working as a clinician to COO in differing roles, there are too many people involved at different stages directly and indirectly before a bulb is changed, which unfortunately creates multiple avoidable transactions and time lost and is a symptom of  larger systematic issues within hospital operative management systems. In the NHS and corporate healthcare there are real focus on patient flows and outcomes, but less in support services with systematic loss of sight of the cost of the final product. The impact of Covid 19, unrest in Europe, Global IT issues and beyond is a reality check on how creating a circular self-efficient economy on what’s feasible with advanced technologies will benefit hospital management systems across the world. Without taking away the vital support corporate services staffs provide behind the scenes, there has been limited focus on interconnectivity and to be more efficient, provide value for money, be environmentally sustainable and eco-friendly whilst making use of adaptive technology including AI and not seen as a separate entity to provide care. I am yet to hear from one corporate service member of staff in last 33 years that their role is to contribute and support clinicians to provide high quality care in a very cost-effective way. There are pockets of innovations and excellent practices within some corporate areas, to spread these champions requires boldness, risk, and failures. Until Senior leaders notice and  give real autonomy to frontline leadership (both corporate and clinicians) to run their units like their own households, have access to expert advice as and when necessary, support the cultural and behavioural shifts overtime, real time dashboards on each corporate activity cost to the service, the cost of building and running hospitals will not provide VFM.

8

1 Comment

This study seems to be an interesting proposal looking at “how work works.” There are some common themes with the shift to “Safety II” in other areas of healthcare. Thinking about the concepts of healthcare being “overmanaged” and “overregulated”my own observations of organisations is that the balance of regulatory to operational requirements diverts a lot informatic and clinical management resource towards satisfying regulators rather than helping run the service.

5

2 Comments

The IPA, AOP, BDA, and the NHS Confederation are urging Health Secretary Wes Streeting to secure sustainable investment in primary care to strengthen the NHS and improve patient care. Read more- https://lnkd.in/gqYA33f6 #primarycare #sustainableinvestment #WesStreeting #NHS

1

📣 We welcome the Innovation Ecosystem Programme recommendations, published today. The report rightly highlights the need for a focus on clearly defined national health innovation priorities, incentivising the partnership working required to deliver innovation, and improved alignment and shared accountability for innovation adoption performance. Our decade’s experience of innovating in the NHS has demonstrated that innovation is a team sport, and it works best when all the necessary players are enabled to play their specific, but coordinated, roles as the examples laid out in this report highlight. Read our response to today's report 🔗 https://lnkd.in/eKjNUExB Richard Stubbs NHS Transformation Directorate

48

Todays report from the Innovation Ecosystem Programme (IEP) outlines ways the NHS can further develop and implement innovations in healthcare. There is an opportunity to embed the report’s recommendations into the forthcoming 10-year health plan, they include: Building skills, capabilities and culture and unlocking time the help the NHS workforce prepare for future ways of working. Developing commercial approaches to share value and adoption in testing innovation. Building robust evaluations to assess the impact of innovations. We welcome the report and look forward to continued collaboration with colleagues across the East of England

3

We're pleased to see the publication of this report, which highlights the need for clearly defined national innovation priorities. Achieving greater impact and value from faster and more extensive adoption of health innovation is critical to delivering the three shifts articulated by government. The 15 health innovation networks are the health innovation adoption experts and we're looking forward to continuing our work with partners to deliver on the ambition of the Innovation Ecosystem Programme, in a locally relevant way. Health Innovation Network Richard Stubbs Kathy Scott #InmovationEcosystemProgramme #healthinnovation

9

1 Comment