In this report, we share the key areas being taken forward and look at how organisations are changing their approach to reward | NHS Employers
This report captures the themes, good practice, and innovation that have emerged from NHS Employers’ Total Reward Engagement Network over the last year. It focuses on key elements of reward and how organisations are changing their approach to reward.
Caring to change: How compassionate leadership can stimulate innovation in health care | Kings Fund
This paper looks at compassion 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. It describes four key elements of a culture for innovative, high-quality and continually improving care and what they mean for patients, staff and the wider organisation: inspiring vision and strategy; positive inclusion and participation; enthusiastic team and cross-boundary working; and support and autonomy for staff to innovate. It also presents case studies of how compassionate leadership has led to innovation. This work was supported by the Health Foundation.
The Health Foundation and NHS Improvement are piloting the Q Improvement Lab to address complex challenges in health care. The ‘Q Lab’ brings together a community of people from across the health sector and will explore a single challenge over a 9 to 12 month period. The first challenge is ‘What would it take for peer support to be available to everyone who wants it to help manage their long-term health and wellbeing heeds?’
The projects are using new and interesting approaches to improve care for older people and include people managing their own risk of getting a pressure ulcer; remote assessment using smart glasses; extending primary care teams; and continence promotion in care homes.
The Public Accounts Committee report, Local support for people with a learning disability, says greater focus is needed on measuring outcomes and improvements to quality of life.
Two years ago, the previous Committee of Public Accounts reported on the Department of Health’s efforts to move people with a learning disability out of mental health hospitals and into the community. At that time, the Committee found that progress had been poor but was promised improvements.
This follow up report finds the Transforming Care programme has moved some people out of hospital, however more needs to be done to address known barriers. There is also concern that support for people with a learning disability who live in the community is patchy.