This report describes the current financial state of the NHS and the reasons for the deterioration in financial performance and ultimately financial failure. These include weak leadership, legacy costs, payment by results (PbR), and the impact of the wider health economy.
Following the Francis Report into the failures of care at Mid Staffordshire NHS Foundation Trust, and the government’s response to the report, the Care Quality Commission (CQC) has introduced a more rigorous and wide-ranging approach to inspecting health care providers. The main purpose of inspections is to assess the quality ...
Based on interviews with eight of the 'first wave' integrated care systems, this report seeks to understand how they are developing and to identify lessons for local systems and national policy-makers.
This paper explores how volunteers can provide support for the role of general practice, and the opportunities for organisations that currently support volunteering to work more closely with general practice.
A growing number of mental health providers (in the UK and beyond) are beginning to embed quality improvement across their organisations, with some encouraging results. The approach is based on the concept that sustained improvement is best achieved by empowering frontline teams, service users and carers to design, implement and ...
Leaders in today's NHS operate in a climate of extreme pressure. Staffing vacancies are rife, there are widespread challenges in meeting financial and performance targets and demands on services continue to increase. This report, written with NHS Providers, asks what can be done to support current leaders and encourage future ...
This report draws on published literature about joining up and co-ordinating care homes and health services. It also draws on interviews with a range of providers, local authorities and CCGs. It aims to help care homes and NHS providers (including GPs), local authorities and CCGs who are thinking through how ...
This report is based on a roundtable event and interviews with key stakeholders and NHS provider chief executives who have already engaged with quality improvement as a routine way of working. It identifies practical lessons and focuses on how to create the right conditions for quality improvement to emerge and ...
This paper looks at compassion – which involves attending, understanding, empathising and helping – as a core cultural value of the NHS and how compassionate leadership results in a working environment that encourages people to find new and improved ways of doing things.
The NHS is increasingly focusing on how it can improve the value of its services, to deliver the highest quality health outcomes for patients at the lowest cost possible. This report shares learning and insight from three NHS hospital trusts that have developed organisation-wide strategies for value improvement.