Here's why leaders need to care about mental health

‘Mental health’ can mean a lot of things, depending on who you talk to. Many people confuse mental health – which is a positive state, like physical health – with mental ill-health. Read World Economic Forum piece here

Public mental health leadership and workforce development framework

This framework can inform and influence the development of public health leadership and the workforce in relation to mental health. Read government framework here

Strong leadership essential to delivering improvement in mental health hospital care

Today we publish a report that explores how seven NHS mental health trusts have been able to make significant improvements in the quality of care and improve their CQC rating. Click here for CQC report

Senior leadership: humility, transparency and knowing when to step back

How investment in staff training, an open culture and peer learning helped senior leaders at Rotherham to transform children’s services performance. Read CommunityCare article here

CQC and guardians of safe working

Information on guardians of safe working and exception reporting will now be collated by The Care Quality Commission (CQC) as part of its well led domain of inspections.

The CQC has begun a soft rollout for this process, and some interviews on inspection have already been carried out. In the future, employers can expect to be asked for some of the following things in advance of their inspections:

• quarterly GoSW reports
• the trust’s quality account, including the annual report on rota gaps and the plan for improvement to reduce these gaps
• exception reports issued to the board by the GoSW regarding escalation of and serious issues unresolved.

Daily Insight: Reshuffle bored

Today’s must know: Hunt confirmed as health and social care secretary

Today’s talking point: Trusts sought for new NHS ‘lean’ programme

Today’s inspiration: Leading NHS suppliers highlighted in shortlist for new HSJ awards

Today’s risk: Pioneering NHS ACO contract set back

Hunt stays put

So, after the speculation and longer than expected wait for news, Jeremy Hunt not only stays as health secretary but has expanded his job.


To obtain this article copy and paste the post into an email and send it to libraryw@uhcw.nhs.uk

Enabling BME nurse and midwife progression into senior leadership positions

This report from NHS England summarises the learning from engagement work, which identifed what the best performing trusts in the workforce race equality standard area were doing, and includes examples that outline best practice approaches and a number of suggested actions to support improvement.

Learning from improvement: special measures for quality

Four years after the introduction of special measures, NHS Improvement reviewed the experience of trusts that exited the process so we can better understand why they entered special measures, what actions they took and how they implemented change to improve.

66 Benefits of delivering integrated in-house leadership and management training for registrars

BMJ Leader 2017;1:A28-A29.

 

In the UK, leadership and management skills have traditionally not been prominent in medical curricula. Formal leadership training for doctors is usually, undertaken outside their place of work, completed just prior to obtaining a CCT when their focus is on consultant interviews. Learning of knowledge without any practical, experiential application or follow up reduces embedding of the learnt skills in to practice. Benefits of leadership and management training within the workplace increases local networking opportunities and has advantages in breaking down silos and reducing local cultural divides between managers and clinicians. Locally supported leadership and management programs are vital to create a motivated, valued workforce for the NHS of the future and increase the talent pool within the organisation.

UHCW Research: Clare Ingram, Chris Turner and Meghana Pandit

Shrewsbury and Telford hospital

My pledge was to identify a more rmeaningful way of commending wards and individual staff members who have been identified as providing excellent End of Life care to our patients in the trust bereavement survey feedback Click here for webpage

Prime Minister launches world-leading project on impact of ethnicity on everyday life

The ethnicity facts and figures website brings together information from across government about how ethnicity affects people's everyday lives.

Key findings include:

• employment rates are higher for white people than for ethnic minorities across the country, with a larger gap in the north than in the south (13.6% compared to 9%)
• education attainment data shows there are disparities in primary school which increase in secondary school, with Chinese and Asian pupils tending to perform well and White and Black pupils doing less well, particularly those eligible for free school meals
• ethnic minorities are under-represented at senior levels across the public sector

Safety and quality of emergency care

Chief Inspector of Hospitals Prof Ted Baker has written to England’s NHS trusts to highlight good practice from successful emergency care departments.

The examples came from discussions at a recent CQC event attended by senior clinical and nursing staff from 16 trusts rated good or outstanding for urgent and emergency care services.

The key themes identified in Prof Baker’s letter to trusts were:

• Ambulance arrivals
• First clinical assessment
• Use of inappropriate physical spaces
• Specialist referrals
• Escalation
• Deteriorating patients
• Patient outcomes
• Staff.

Health & Care Women Leaders Network launches

NHS Employers is excited to launch its new-look women leaders network and announce its first full-day conference.

Formally known as the HSJ Women Leaders Network, the network now enters a new phase supported by NHS Employers and the NHS Confederation.

Book now for the Health & Care Women Leaders Conference

Are services well-led? Continuous improvement

Sets out how providers should carry out developmental reviews of their leadership and governance using the well-led framework.

• Developmental reviews of leadership and governance using the well-led framework: guidance for NHS trusts and NHS foundation trusts
• Well-led framework supplementary guide

Moving to the enlightened side: a personal journey to a career in medical leadership and management

BMJ Leader Published Online First: 12 September 2017. doi: 10.1136/leader-2017-000037 

I have been Chief Medical Officer (CMO) and an Executive Director at University Hospitals Coventry and Warwickshire since May 2012 and Deputy Chief Executive Officer since December 2014. I have a Chair at Institute of Digital Health, Warwick University and I am a Senior Founding Fellow of the Faculty of Medical Leadership and Management. I thoroughly enjoy my role and have immense pride in the achievements of the team that I lead.

Medical Director roles are complex and require an ability to influence and negotiate with a diverse group of professionals. As CMO, I am often required to investigate and find solutions for ‘wicked problems’. These problems are not only clinical; they could be financial, workforce related or operational. I fully understand the fact that solutions to such problems cannot be achieved unilaterally or in isolation. I recognise that solutions reached by teams who do the work themselves are more likely to achieve transformational change and my role is to facilitate such change.

I decided to become a medical leader in 2008 when I witnessed the adverse effects on a service that lacked credible leadership. I started the transition through initial training in medical leadership at the King’s Fund … 

UHCW Research: Professor M. Pandit

Practical guide for large scale change launched

NHS England has launched a refreshed guide to support health and care leaders to deliver large scale change.

The guide will help them meet the challenges set out in the Next Steps on the NHS Five Year Forward View published earlier this year. Click here for further details

Developing People – Improving Care: A national framework for action on improvement and leadership development in NHS-funded services

What is this framework? It’s the first version of a national framework to guide local, regional and national action on developing NHS-funded staff. Its sponsors are the main national organisations with NHS responsibilities. The framework applies to everyone in NHS-funded roles in all professions and skill areas, clinical and otherwise. Future updates are expected to cover people in social care as well.

What is the framework’s purpose? To equip and encourage people in NHS-funded roles to deliver continuous improvement in local health and care systems and gain pride and joy from their work. To that end, the framework aims to guide team leaders at every level of the NHS to develop a critical set of improvement and leadership capabilities among their staff and themselves.

Updates to the Single Oversight Framework: share your views

NHS Improvement is updating the Single Oversight Framework (SOF) to reflect feedback, changes in national policy priorities and developments in their oversight approach.

Tell them what you think of our proposed updates and whether they are clear, reasonable and practicable.

The State of Patient Experience 2017: A Return to Purpose

The full research report from the Beryl Institute's latest benchmarking study provides insights into trends in structure and practice, leadership and measurement and offers core considerations for organizations looking to lead in experience excellence. The largest research of its kind, the study engaged almost 1,700 respondents from 26 countries representing six continents sharing the challenges and opportunities they are facing and the steps they are taking to address the patient experience.

According to the research:

• Experience efforts are expanding and are now an integral part of the fabric of our healthcare efforts.
• Patient experience remains a top priority with a focus on employee engagement now seen as a central driver in experience efforts.
• Leadership and culture are now the significant motivators versus the historic focus on mandates and requirements, and there is a recognition of the impact that patient/family voice and caregiver engagement has on the work of healthcare.
• Patient experience itself continues to establish presence with the role of patient experience leaders, experience team size and the use of a formal definition on the rise.
• Patient experience is now being recognized as an integrated effort touching on much of what we do in healthcare and one that drives clear and measurable outcomes.

The medical director's role: a guide for aspiring medical leaders

NHS Improvement has partnered with the Faculty of Medical Leadership and Management to produce a programme to support and develop medical leaders aspiring to the role of medical director.