To establish and sustain an effective management system requires a system and providers to have developed, or at least be developing, all the other four components. What this looks like in practice Develop an explicit management system that aligns with the strategy, vision and purpose of the organisation at board level and throughout all workforce […]
What this looks like in practice Identify or create an improvement methodology to use across your entire organisation, ensuring a local and systemic way of practising improvement. Give all people access to improvement training and support, so that everyone can run improvement projects and continuously improve their daily work. Determine how success will be measured […]
What this looks like in practice Have a clear leadership development strategy in place outlining capability requirements and access to training. Understand current leadership styles and approaches through board development sessions identifying strengths and gaps for each individual and as a team. Create leadership stability and continuity of approach. Support leaders across the system to […]
What this looks like in practice Engage with people who work in healthcare roles and organisations and those with lived experience to design and implement the improvements based on what matters to them. Facilitate opportunities for people to visit other systems and organisations to understand different ways of operating and different organisational cultures. Invest and […]
What this looks like in practice Create a vision and shared purpose in an inclusive and transparent way ensuring meaningful input from all, including those with lived experience. The executive leadership of the organisation must drive this work, but it cannot be designed and created by one team. Involve communities and people with lived experience […]
Delivery plan for recovering urgent and emergency care (UEC) services To support recovery, the UEC plan sets out a number of ambitions, including: Patients being seen more quickly in emergency departments: with the ambition to improve to 76% of patients being admitted, transferred or discharged within four hours by March 2024, with further improvement in […]
This information sheet sets out the rationale for the NHS England position that doctors and designated bodies should discontinue use of the Medical Appraisal Guide Model Appraisal Form (MAG form) and shift to an alternative vehicle. The MAG form was developed primarily as a specification to illustrate a suitable format for appraisal in line with the […]
For an allied health professional (AHP), or person working alongside or in support of AHPs, with leadership or oversight within a local health or care system. AHPs champion and promote diverse and inclusive leadership Environmental sustainability – How could I hold the net zero agenda central to my system-level decision making, and is my AHP community […]
For an allied health professional (AHP), or person working alongside or in support of AHPs, with leadership or oversight in one of the NHS regions in England. AHPs champion and promote diverse and inclusive leadership Environmental sustainability – How can net zero principles be held at the heart of regional decision making, and how do I […]
For an allied health professional (AHP), or person working alongside or in support of AHPs, with leadership or oversight within a health or care provider organisation. AHPs champion and promote diverse and inclusive leadership Environmental sustainability – How could I hold the net zero agenda central to my system-level decision making, and is my AHP community […]