Welcome to
the latest overview of key papers and publications from the past quarter that
impact on the NHS and healthcare service delivery.
Please
click on the title of the articles below and enter your OpenAthens username and password to
download the full text or contact the library at esth.hirsonlibrary@nhs.net to request the full text.
Abstract: Cultural differences aren't just about
nationality, ethnicity or belief. Many of us work in multigenerational
organizations, alongside younger or older colleagues who have cultural
references, assumptions and attitudes that are very different from our own. All
of this means that we need to be better at understanding and operating in a
wide variety of cultures. In this article, we explain what Cultural
Intelligence means, and explore practical ways to develop and enhance it.
Source: Mind Tools; 2019 [Freely available online]
Abstract: This is the fourth annual NHS workforce
trends report published by the Health Foundation. In it, the Health Foundation
analyse the changes in the size and composition of the NHS workforce in England
in the context of long-term trends, policy priorities and future projected
need. It focuses specifically on the critical NHS workforce issues that have
been repeatedly identified in recent years: nursing shortages, and shortages of
staff in general practice and primary care.
Source: The Health Foundation; 2019 [Freely available
online]
Abstract:
This briefing examines how trusts are working with
their staff and local partners to enable the workforce to adapt to new ways of
collaborative working.
Source: NHS Providers; 2019 [Freely available
online]
Abstract: 'Engine rooms' within systems help
to facilitate and oversee transformation within many sustainability and
transformation partnerships (STPs) and integrated care systems (ICSs). They are
a team of staff who sit below the executive leadership and provide support to
drive forward integration and system redesign. This report highlights the
variation in how engine rooms are set up in systems across the country, showing
how they are adapting to specific local circumstances and ways of working.
Source: NHS Confederation; 2020 [Freely available online]
Abstract: This report summarises the findings of an independent
review into the impact that line/middle managers have on workplace performance.
Source: NHS Employers;
2019 [Freely available online]
Abstract: This report summarises the findings
of an independent review into the impact that line/middle managers have on
workplace performance.
Source: NHS Employers; 2019 [Freely available online]
Abstract: This manifesto outlines the workforce
powers, freedoms and responsibilities ICSs and STPs are increasingly asking for
and the local commitments and relationships necessary to deliver change.
Source: NHS Confederation; 2020 [Freely available online]
Abstract: NIHR Signal. The Productive Ward quality improvement programme has shown
some procedural changes on hospital wards in England in the 10 years since it
was introduced. But evidence to show any sustained changes to the experiences
of staff or patients is hard to find.
Source: NIHR Dissemination Centre; 2020 [Freely available
online]
Abstract: This guidance covers system planning, full operational plan requirements,
details of workforce transformation requirements, the financial settlement and
the process and timescales around the submission of plans that the NHS must
plan to produce during 2020/21.
Source: NHS England; 2020 [Freely available
online]
Abstract: The guidance explores: how shift work can
impact on health, safety and wellbeing; what can employers and employees do;
the importance of partnership working on shift working patterns. This guidance
was produced by the NHS Staff Council's Health, Safety and Wellbeing
Partnership Group.
Source: NHS Employers; 2020
[Freely available online]
Abstract: How can we make sure that people always receive the compassionate care
they need? This long read looks at five organisations that are thinking
differently about how they support patients and service users, and considers
what we can learn from their unconventional approach.
Source: The King’s Fund; 2019 [Freely available
online]
Abstract: This briefing
looks back at how migrants and migration policy have shaped the care workforce
across the UK in recent decades, drawing on new figures obtained from the
Office for National Statistics. It assesses the risks posed by different
parties' policies and how these could be addressed to ensure that we do not
stop the staff we need.
Source: Nuffield Trust; 2019 [Freely available
online]
Abstract: This report
highlights changing approaches to work-life balance and career development that
impact on UK health services’ ability to plan for patient demand. Against a
backdrop of rising workloads and the need to recruit and retain a sustainable
medical workforce, the report finds doctors moving away from traditional career
and training paths. Among notable trends is the rise in the number of doctors
choosing to spend time working as a locum, practising medicine abroad, or even
taking a year out, rather than going straight into specialty or GP training
after the completion of their initial training.
Source: General Medical
Council; 2019 [Freely available online]
Abstract: Richard Murray outlines what to look out for
in the coming year, from early announcements on workforce and funding, to
longer-term ambitions for integration and culture change.
Source: The King’s Fund; 2020 [Freely available
online]
Abstract: This document
compares England with 22 other countries, setting out England's relative
position in relation to the major disease burdens. It also identifies which
diseases and risk factors in England are or are not improving, and which
diseases and risks are improving at a faster or slower rate compared with peer
countries. The paper compares England with both EU and non-EU countries.
Source: Public Health
England; 2020 [Freely available online]
Abstract: There has been
some positive change in the years following the Mid Staffordshire Inquiry to improve
openness and transparency in the NHS. Yet when it comes to complaints, many
hospitals are too focused on process rather than demonstrating how they’ve
listened.
Source: Healthwatch England; 2020 [Freely available
online]
Abstract: Our work spans
the breadth of health and care policy and practice, giving us a unique
understanding of the strategic context for health and care now and in the future.
Within this, we will focus our resources on specific priorities where we
believe we can maximise our impact. Working with our staff and people from
across the health and care system, we have chosen three areas of focus for the
next five years where we have the greatest opportunity to use our skills and
resources to improve health and care.
Source: The King’s Fund;
2020 [Freely available online]
Abstract: This report
suggests concerns over taxation of pensions may lead to an exodus of NHS
leaders in the next two years. It includes survey findings indicating almost
half of all trust leaders plan to, or are considering, leaving the NHS because
of the pensions crisis. Nine in ten respondents to the survey said that they
and their organisation were concerned that differential arrangements for
different staff groups – for example, offering a solution to senior doctors and
nurses but not managers - would also create divisions and harm culture and
morale.
Source: NHS Providers;
2020 [Freely available online]
Abstract: The long-term
plan for the NHS set out a vision for an NHS built around preventive and
technologically enabled models of care. This report argues that there needs to
be an appropriate capital settlement to support the ambitious vision of the
plan. Delivery will require the transformation and upgrade of existing
facilities, as well as enhanced digital capabilities and investment in
diagnostic equipment. In recent years there has been a prolonged
under-investment in facilities across the English NHS as a whole, which has
left too many providers with inadequate buildings, failing equipment and an
inability to adopt new technologies to improve care.
Source: NHS Providers;
2020 [Freely available online]
Abstract: This report
considers how a points-based immigration system could be introduced in the UK
to strengthen the UK labour market. Accompanying the report are annexes
reviewing salary thresholds for the future immigration system and a report
commissioned from Oxford Economics to extend the evidence base.
Source: Migration Advisory Committee; 2020 [Freely available
online]
Abstract: The NHS is
treating more patients but has not yet achieved the fundamental transformation
in services and the finance needed to meet rising demand. To be sustainable,
the NHS needs to manage patient demand (including how long patients wait) and
the quality and safety of services within the resources given to it. This
report: summarises the financial and operational performance of the NHS as a
whole in England in 2018-19; examines the financial performance of local NHS
organisations; and examines NHS service transformation and sustainability.
Source: National Audit
Office; 2020 [Freely available online]
Abstract: This report sets
out the facts on capital investment in the NHS. It includes: the age of the NHS
estate and rising maintenance costs; the allocation of the capital investment
budget; sources of capital funding; and challenges to planning and delivering
an effective capital strategy.
Source: National Audit
Office; 2020 [Freely available online]
Abstract: Following the ratification of the Withdrawal
Agreement, the UK now has until the end of this year to define its future
relationship with the EU. The Brexit Health Alliance is concerned that the
safety and health of patients and citizens could be overlooked during the
negotiations over the next 11 months and has produced a briefing and summary to
highlight why time is of the essence and health must be a priority in the future
relationship negotiations.
Source: Brexit Health Alliance; 2020 [Freely available
online]
Abstract: Our new explainer
provides an overview of how health inequalities are experienced in England's
population.
Source: The King’s Fund;
2020 [Freely available online]
Abstract: Chronic
excessive workload in the NHS is causing staff stress and illness, and results
in health care professionals quitting the service and patients not getting the
quality of care they expect. Such workloads have become like the pattern in the
wallpaper we no longer see. But we must acknowledge, address and continue to
address this issue. It can’t be right that a sector focused on promoting the
health and wellbeing of our population is putting at risk the health and
wellbeing of 1 in 20 of its national workforce (increasing to 1 in 9 if we also
include social care). It’s no surprise, then, that NHS sickness absence is
twice the level in the private sector, that there are huge vacancy rates
(currently 40,000 nurses short) and that high numbers of staff intend to quit
(35 per cent of GPs). What are we to do?
Source: The King’s Fund;
2020 [Freely available online]
Abstract: Ten years since
the publication of The Marmot Review, for the first time in more than one
hundred years life expectancy has failed to increase across the country, and
for the poorest ten per cent of women it has actually declined. Over the past
decade health inequalities have widened overall, and the amount of time people
spend in poor health has increased since 2010. Because health is closely linked
to the circumstances in which we are born, grow, live, work and age, large
funding cuts, under the banner of austerity, have had an adverse effect.
Source: Institute of
Health Equity; 2020 [Freely available
online]
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