The Professionalism and Cultural Transformation (PACT) toolkit aims to educate and empower staff to improve professionalism within their workplace, helping organisations move towards making the NHS the best place to work | NHS Employers
The toolkit is based on tried and tested work undertaken by Hull University Teaching Hospitals NHS Trust and is designed to help managers embed the PACT programme in their organisation. It contains practical information, advice and solutions to equip staff to deal with unprofessional attitudes and behaviours in the workplace.
The PACT programme has four steps which should be followed in sequence.
Step 1: Assess your current culture
Step 2: Determine levels of professionalism
Step 3: Action plan and management
Step 4: Evaluate
NHS Improvement| June 2019 | Interim NHS People Plan
NHS Improvement has published Interim NHS People Plan, developed collaboratively with national leaders and partners, sets a vision for how people working in the NHS will be supported to deliver care and identifies the actions we will take to help them
This guide reinforces the benefits of cross-sector working for patients and NHS transformation and includes case studies demonstrating how this can be achieved | AHSN Network | Association of British Pharmaceutical Industry
The ABPI and the AHSN Network has published a new guide to cross-sector working between NHS Sustainable Transformation Partnerships (STPs), Integrated Care Systems (ICSs) and industry. The guide sets out governance and process recommendations to make collaboration more straightforward.
The guidance makes it easier for STPs, ICSs and industry to develop and implement local collaborative initiatives that improve patient outcomes, make more efficient use of NHS resources and generate evidence of impact for industry.
NHS England has funded a £2 million programme to help 23 areas kick-start or boost leadership development activities to support and inspire workforce in health systems across England from GPs, consultants and therapists to nurses, social workers and managers.
The programme builds on learning from five successful leadership models: Frimley Health and Care 2020 Programme, Surrey Heartlands Academy, Fylde Coast 100 Systems Leader Programme, North Cumbria and Leading Greater Manchester.
Their results have shown the importance of equipping individuals with the right skills necessary to drive change and identify new ways of working and collaborating with health, social care and third sector organisations.
The funding will support systems to develop locally tailored programmes, investing in both newly established and experienced leaders to increase their system leadership capability.
To explore cost-efficiency, safety and acceptability of trans-disciplinary advanced allied health (AH) practitioners for acute adult general medicine inpatients.
Design: Quasi-experimental feasibility study.
Setting: Three acute general medical units in an Australian urban hospital.
Participants: Two hundred and fifty-six acute hospital inpatients.
Main Outcome Measures: Cost-efficiency measures included AH service utilization and length of stay (LOS). Patient outcomes were functional independence, discharge destination, adverse events, unplanned admissions within 28 days, patient satisfaction and quality of life data on admission, and 30 days post-discharge. Ward staff were surveyed regarding satisfaction with the service model, and advanced health practitioners (AHPs) rated their confidence in their own ability to meet the performance standards of the role.
Results:Patients allocated to AHPs (n = 172) received 0.91 less hours of AH intervention (adjusted for LOS) (95% confidence intervals (CI): −1.68 to −0.14; P = 0.02) and had 1.76 days shorter LOS relative to expected (95%CI: 0.18–3.34; P = 0.03) compared with patients receiving standard AH (n = 84). There were no differences in patient outcomes or satisfaction. AHPs demonstrated growth in job satisfaction and skill confidence.
Conclusions: Trans-disciplinary advanced AH roles may be feasible and cost-efficient compared with traditional roles for acute general medical inpatients. Further development of competency frameworks is recommended.
Staffing is the make-or-break issue for the NHS in England. Workforce shortages are already having a direct impact on patient care and staff experience.
Urgent action is now required to avoid a vicious cycle of growing shortages and declining quality. The workforce implementation plan to be published later this year presents a pivotal opportunity to do this.
This report sets out a series of policy actions that, evidence suggests, should be at the heart of the workforce implementation plan.
They will require investment of an extra £900 million per year by 2023/24 into the budget of Health Education England.
Recognising the close interrelationship between the NHS and social care, the report also recommends a series of policy changes to improve recruitment and retention in social care.
Health Education England | February 2019 | Topol review
The Topol Review, led by cardiologist, geneticist, and digital medicine researcher Dr Eric Topol and produced by HEE, explores how to prepare the healthcare workforce, through education and training, to deliver the digital future.
The Topol Review is now published and it makes recommendations that will enable NHS staff to make the most of innovative technologies such as genomics, digital medicine, artificial intelligence and robotics to improve services. These recommendations support the aims of the NHS Long-Term Plan, and the workforce implementation plan, helping to ensure a sustainable NHS.