management

Acute Care Collaboration Vanguards announced

A new group, comprising 13 hospital Vanguards, was announced on 25th September.  These Vanguards are designed to facilitate the spread of excellent hospital services and management across the country by the  formation of chains at district level. The focus is on key trusts developing their reach, forming collaborations and sharing clinical and management knowledge with others. More details can be found here.

There is also a press release from the NHS Confederation supporting the move and a more information in BMJ News (note an NHS Athens Account is required to access BMJ)

A healthy culture for quality patient care

The Kings Fund have updated web pages which look at the six characteristics of a healthy culture in the NHS. Areas including values, teamwork, performance, leadership and learning are covered.

There is also a tool for organisations to assess their culture and to identify the ways in which it is working well and the areas that need to change.

Access the tools here

RCS article: Professional attributes of surgeons

The professional attributes of surgeons

C Marx, R Tomlinson
Extract from the  Bulletin of The Royal College of Surgeons of England, Vol.96, Number 7, p220-223, 2014

An interesting article from The Royal College of Surgeons – hailed by RCS as a landmark publication of individual surgeons outcome data.

Click here to read the full text article

 

Productive Ward article: International Journal of Nursing Studies

The impact of a large-scale Quality Improvement Programme on Work Engagement; Preliminary Results from a national cross-sectional-survey of the ‘Productive Ward …

M White, JSG Wells, T Butterworth – International Journal of Nursing Studies, May 2014

Background
Quality improvement (QI) Programmes, like the Productive Ward: Releasing-time-to-care initiative, aim to ‘engage’ and ‘empower’ ward teams to actively participate, innovate and lead quality improvement at the front line. However, little is known about the relationship and impact that QI work has on the ‘engagement’ of the clinical teams who participate and vice-versa.

Objective
This paper explores and examines the impact of a large-scale QI programme, the Productive Ward, on the ‘work engagement’ of the nurses and ward teams involved.

Design/Methods
Using the Utrecht Work Engagement Scale (UWES), we surveyed, measured and analysed work engagement in a representative test group of hospital-based ward teams who had recently commenced the latest phase of the national ‘Productive Ward’ initiative in Ireland and compared them to a control group of similar size and matched (as far as is possible) on variables such as ward size, employment grade and clinical specialty area.

Skills for Health: Leadership development for the health sector

lectureSkills for Health would like to announce the launch of two new Leadership Development programmes. The Leadership and Management Programme and the Team Leading Development Programme have been designed specifically for the UK health sector to address ‘real-life’ work challenges. Our leadership programmes can help you develop tomorrows’ leaders from within your organisation, develop a consistently strong leadership culture, and contribute to real performance improvements.

Our open courses allow participants to learn alongside colleagues from different health sector environments, learning from others and sharing common experiences. Alternatively, programmes can be customised for a group of employees, providing opportunities to link programme learning with other organisational development activities.

The Leadership and Management Programme

Offered as a Level 5 Leadership Certificate, this progressive programme focuses on both management and leadership development, aiming to equip operational leaders with the skills and knowledge they require to be effective managers along with an understanding of their own leadership capability. Read More.

The Team Leading Development Programme

This leadership development programme is accredited as a Level 3 Leadership Certificate that focuses on equipping leaders of front line services with the confidence and leadership skills they need to enable staff to deliver good quality services. It provides the skills and knowledge to start their development into team leaders that engage with staff, gain respect, focus on quality and create a high performing culture within their team. Read More.

Our knowledge and experience of the health sector means that our delivery team has first hand experience of supporting and developing the health sector workforce and the programme content is relevant and appropriate.

To find out more, visit www.skillsforhealth.org.uk/leadership,

GMC: Leadership and management for all doctors

General Medical Council (GMC)

Leadership and management for all doctors
This guidance sets out the wider management and leadership responsibilities of all doctors in the workplace, including: responsibilities relating to employment issues; teaching and training; planning, using and managing resources; raising and acting on concerns; and helping to develop and improve services. It comes into effect on 12 March 2012.