• Not Fit for Purpose – Calls for reform of the ‘fit note’ through the creation of two new categories ‘Further’ and ‘Ongoing’ Assessment to improve return to work rates • None of Our Business? – Considers the role that workplaces can play in supporting the health of the nation, advocating fifteen measures to boost the provision of occupational health and vocational rehabilitation. [...] The governance of the NHS should be simplified by reducing the tiers of structural management separating ‘the centre’ from the ‘front line’ from five to three over the course of the next Parliament. [...] In doing so, the new Health Secretary “effectively...put the whole of NHS England into special measures”.16 This report considers the factors the new Government will need to consider to improve the performance and productivity of the NHS, proceeding on the basis that effective management and leadership represents one of the key ingredients which can influence the culture and performance of an orga. [...] As a result, the Health Secretary has called into question the ability of the regulator to consistently and effectively judge the quality of health and care services.27 In addition to the role of the regulator, a variety of information sources are also used to develop NHS England’s own ‘National Oversight Framework’ (explained in detail in Table 3) including core metrics on performance, as set out. [...] The Appendix of this report contains a comprehensive overview and timeline of the policy interventions and developments regarding management and leadership since the foundation of the NHS.
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- Pages
- 155
- Published in
- United Kingdom
Table of Contents
- Just About Managing 1
- The Role of Effective Management and Leadership in Improving NHS Performance and Productivity 1
- Just About Managing 3
- The Role of Effective Management and Leadership in Improving NHS Performance and Productivity 3
- About the Authors 4
- Health Social Care at Policy Exchange 6
- Endorsements 7
- Acknowledgements 8
- Contents 10
- Abbreviations 11
- Executive Summary 12
- Summary of Recommendations 17
- NHS Governance and Provider Regulation 17
- Organisational Incentives 18
- Training and Development 19
- Performance and Analysis 21
- Introduction 22
- Methodology 23
- Report Structure 23
- Chapter 1 Managing the NHS Six Interlocking Challenges 25
- Challenge 1 The Performance Problem 25
- Challenge 2 The Productivity Problem 30
- Challenge 3 Public Satisfaction 33
- Possible Driver 1 Politics Providers 34
- Possible Driver 2 Process Problems 38
- Possible Driver 3 The Cultural Problem 40
- Chapter 2 A Portrait of NHS Management 42
- What is an NHS Manager 42
- How Are Managers Trained and Leadership Developed 46
- The NHS Graduate Management Training Scheme GMTS 47
- Beyond the Acutes Managing General Practice 50
- Government Policy and Reviews 52
- Chapter 3 The Experience of Current NHS Managers 56
- An Impossible Job 56
- Clinicians v Managers and Clinicians as Managers 59
- Chapter 4 An Analysis of Freedom of Information Request Responses and National Surveys 62
- The Relationship Between the Seniority of NHS Managers and Performance 62
- Staff to Manager Ratio in NHS Organisations 65
- Dismissals in NHS Organisations for Misconduct and Poor Performance 68
- The NHS Staff Survey in More Detail 70
- Suggested Improvements to the NHS Staff Survey 72
- Chapter 5 The Link Between NHS Management Productivity and Performance 73
- Well Led Organisations 81
- The Role of the Regulators 84
- Approaches to Turning Around Provider Performance 88
- Chapter 6 Enhancing NHS Management and Leadership Training and Development 97
- Prioritising Core Operational Management Skills 98
- Managers by Accident 102
- To Regulate or Not to Regulate Is That the Most Important Question 112
- Chapter 7 Enhancing The Operating Environment Across the NHS 115
- Can the Centre Hold Appraising the Central Bureaucracy 115
- All Systems Go 120
- Placing Trust in Trusts 121
- The Case for New Incentives The Role of a Prevention Premium 126
- A Source of Complaint Maximising Patient Feedback for Quality Improvement Developing NHS Patient View 128
- Conclusions 137
- Appendix 140
