NHS England and NHS Improvement have appointed Professor Em Wilkinson-Brice to the role of Deputy Chief People Officer. This resource is intended for HR directors of NHS trusts and foundation trusts and Clinical Commissioning Groups and Inetgrated Care System workforce leads. The new resource includes information and examples of good practice to support organisations with staff engagement. Organisations are invited to share feedback on how to make the NHS the best place work based on recent engagement activities and helping to shape the new Core Offer through NHS England and Improvement's online portal. Our 2019 annual conference and exhibition has now come to a close! ... more battle to be best. That, alongside listening and acting when nurses, midwives and allied health professionals warn that staffing levels in particular wards or areas of care are inadequate, has helped reduce its nurse vacancy rate to 6% – half the NHS average of 11%. Eschewing the NHS’s traditional “the bosses know best” approach and taking genuine heed of staff members’ views led to the trust establishing a frailty team to offer older people at risk of falling more help at home – and so reduce unnecessary admissions to its hospitals. The two innovations together led to a reduction in avoidable admissions – and a reduction in the delays patients experienced leaving hospital to receive social care and community rehabilitation. (CQC October 2019) Top 10 – Western Sussex Hospitals is one the best hospital trusts to work for, according to the NHS Staff Survey, and among the top ten trusts in England where staff are most likely to recommend the care their colleagues provide. All rights reserved. That includes free sessions of yoga and pilates to help staff destress – and also free physiotherapy to help treat the painful musculoskeletal injuries that are common among hospital staff. Download the resource on the NHS England and Improvement hub. These delays had peaked at more than 1,000 days in October 2016, but were down to 200 days in October 2018. “Our absolute focus as a board was on staff and that we treat and support staff in the best way we can so they can deliver the best care,” he says. Similarly, over the last two years, the number of trusts deemed “good” has risen from 96 to 107 – and those rated “outstanding” from 14 to 24. Bob Warnock, a senior clinical professional and physiotherapist at North Tees and Hartlepool trust, sums it up. Crucially, cases of hospital-acquired pneumonia have also dropped – down from 30 to 10 year on year – as have deaths from the infection, which are down from eight to two a year.
The deadline for feedback is Friday 8 November 2019. They can then arrange to keep them comfortable in their usual surroundings rather than a hospital. It was developed in partnership between NHS Employers and NHS England and Improvement. This document will support the engagement activities going on across the system with the aim to improve people's work experiences and help make the NHS the best place to work.
In all, 36 trusts have been put into “special measures” since ministers and NHS national bodies created that regime in 2013 in response to the Mid Staffordshire care scandal.
staffengagement@nhsemployers.org, Interim People Plan case studies and resources. Leadership, innovation and staff are the three themes that recur throughout the report. Kingston trust in south London made staff welfare a key priority under new chief executive, Jo Farrar. As did Chelsea and Westminster in London, which asked staff to put their ideas about how to improve care and services to the test in a Dragons’ Den-style competition. Country's 30 worst A&E departments named and shamed as NHS chiefs call on them to work harder. Ten remain in it, and are receiving help – from the NHS and often an outstanding trust that becomes their “buddy” – to help them overcome their problems. This resource provides extra support and examples of good practice to those organisations seeking further help with staff engagement — it was developed in partnership with NHS Employers. Last modified on Wed 9 Oct 2019 04.30 EDT. Follow us on YouTube, Making the NHS the best place to work — enga…, Interim NHS People Plan case studies and resources, Recruiting, developing and retaining staff. So how has this widespread but largely unheralded revolution happened? How can a trust go from “requires improvement” to “outstanding”, in some cases after not much more than a year? You will still have access to all the products and services you had access to previously. Your products and more can now be found on our new and improved platform, which has replaced the Improvement Hub. It’s a telephone service that people can ring to speak to health professionals – who then arrange the most suitable form of support from nurses, social workers and therapists. Download and read NHS England and Improvement’s new resource to support staff engagement around making the NHS the best place to work. Blogs from experts on the latest workforce thinking. Follow us on LinkedIn Taking steps to boost staff wellbeing also emerged as a key ingredient of success. Follow us on Twitter PDF, 2.0 MB. This document will support the engagement activities going on across the system with the aim to improve people's work experiences and help make the NHS the best place to work. We are working on updating this resource as a helpful improvement tool for everyone in the coming months. The answer, a new study suggests, can involve emulating Dragons’ Den, the boss popping in at 3am – and staff doing less rather than more. The report, called Providers Deliver, points out how 68% of trusts were rated “requires improvement” or “inadequate” by the CQC in 2014 – but now 59% are rated “good” or “outstanding”. (NHS Staff Survey 2018) That has cut the number of such patients then taken to A&E from 53% to 19%. The association of foundation trusts and trusts. Publications, video & audio and much more. Engagement resource A trust’s workforce emerge as the key driver of sometimes painful improvement. A comprehensive service to keep journalists informed about the work of NHS Employers. But we should also celebrate their successes, and promote understanding of approaches and ideas that could benefit patients across the NHS.”, Available for everyone, funded by readers. View our cookie policy. The deadline for feedback is Friday 8 November 2019. Wed 9 Oct 2019 01.00 EDT Last modified on Wed 9 Oct 2019 ... NHS’s traditional “the bosses know best” approach and taking genuine heed of staff members’ views led to the trust … training paramedics to recognise when someone is in their final hours. framework summarises how this new approach to oversight will work from 2019/20 and the work that will be done during 2019/20 for a new integrated approach from 2020/21. Other examples of innovation in improving quality of care include the London Ambulance Service’s introduction of “mental health response cars”, in which vehicles containing a mental health nurse as well as a paramedic attend when the 999 call involves someone in mental health crisis. It has also set up an integrated single point of access for those needing healthcare, social care or both. Organisations are also encouraged to share best practice and remain engaged on Twitter by using and following #OurNHSPeople. Listening to ideas for change from staff and then empowering them to implement new ways of working appears to produce results. A report from NHS Providers sets out in detail how 11 trusts providing acute, ambulance and mental health care in England have used a negative rating from the Care Quality Commission as the catalyst for a turnaround in their fortunes. © 2020 Guardian News & Media Limited or its affiliated companies. NHS Employers offers NHS organisations a comprehensive range of events, seminars and conferences to share best practice, get informed and network with colleagues. Yoga, pilates and Dragons’ Den-style contests are among a host of innovations that are turning around failing trusts, Wed 9 Oct 2019 01.00 EDT But the other 26 have left special measures, on the say-so of the CQC’s chief inspector of hospitals, after pushing through a combination of clinical, organisational, staffing and behavioural changes. We hope you have found the last two days informative and inspiring, with ideas, innovation and examples of best practice you can take back to your organisations.
With recruitment and retention their number one problem, trusts know that making their organisation a better place to work is a must. But the lessons learned from how they shook things up and ultimately regained a good CQC assessment for their efforts offer valuable insights into how quality and safety of care can be transformed despite underfunding and staff shortages. If you have any questions, contact IT.support@improvement.nhs.uk. “We realised the people on the frontline are our experts.”. Click 'Continue' to open the platform in a new window. ... special measures might be put in place if the trusts failed to improve. Great reasons to register with NHS Employers, New resource to support staff engagement on making the NHS the best place to work, NHS Terms and Conditions of Service Handbook, Very senior managers - SpHAs, ambulance trusts, Diversity and Inclusion Partners Programme.
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