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Found 17 results
  1. Content Article
    The report makes five recommendations: Create an induction offer for named Health Inequality leads, including role guides and examples of actions to be taken. Use national and local action learning sets, which are already in place in some areas, for named Health Inequality leads. Create a repository of high-quality evidence, knowledge resources, methods and regularly updated case studies that reflect the progress that’s being made. Commit to a long-term policy focus and a cross-government strategy that places addressing inequalities at the heart of system development.
  2. Content Article
  3. Content Article
    The matrix describes the key elements of quality assurance along the y-axis, and graduations of ‘maturity’ along the x-axis. For each of the key elements, we have identified indicative statements so that organisations can self-assess their level of ‘maturity'. The rate of progress is incremental and the organisation cannot progress to the next level of maturity unless all criteria from the previous box have been fulfilled and, importantly, can be evidenced. The matrix should be used to illustrate the current performance and to inform and agree on future developmental expectations. Fo
  4. Community Post
    Way back in March I applied to re-join the NHS to help with COVID-19. I am a mental health nurse prescriber with an unblemished clinical record. I have had an unusual career which includes working in senior management before returning to clinical work in 2002. I have also helped deliver several projects that achieved nation recognition, including one that was highly commented by NICE in 2015, and one that was presented at the NICE Annual Conference in 2018. Several examples of my work can be found on the NICE Shared Learning resource pages. Since applying as an NHS returner. I ha
  5. Content Article
  6. Content Article
    This document sets out the guiding principles that will allow NHS board members to understand the: Collective role of the board including effective governance in relation to the wider health and social care system. Activities and approaches that are most likely to improve board effectiveness in governing well. Contribution expected of them as individual board members.
  7. Content Article
  8. Content Article
    This document is also attached for download.
  9. Content Article
  10. Content Article
  11. Community Post
    It's #SpeakUpMonth in the #NHS so why isn't the National Guardian Office using the word whistleblowing? After all it was the Francis Review into whistleblowing that led to the recommendation for Speak Up Guardians. I believe that if we don't talk about it openly and use the word 'WHISTLEBLOWING' we will be unable to learn and change. Whistleblowing isn’t a problem to be solved or managed, it’s an opportunity to learn and improve. So many genuine healthcare whistleblowers seem to be excluded from contributing to the debate, and yes not all those who claim to be whistleblowers are
  12. Content Article
  13. Content Article
    View video (3:54)
  14. Community Post
  15. Content Article
  16. News Article
    Nearly half of trust chairs fail to “effectively deal with non-performing board members” according to a major study of the role of NHS non-executive directors seen by HSJ. The Henley Business School conducted in-depth research over a two-year period for its report 'The Independent Director in Society: Our Current Crisis of Governance & What to Do About It' which is published later this month. The research included a survey of NHS non-executive directors, which reveals that they have a broadly positive view about their contribution but also reveals significant areas of concern. On
  17. Content Article
    It is expected the executive lead for FTSU to use the guide to help the board reflect on its current position and the improvement needed to meet our expectations. Ideally the board should repeat this self-reflection exercise at least every two years. It is not appropriate for the FTSU Guardian to lead this work as the focus is on the behaviour of executives and the board as a whole. But obtaining the FTSU Guardian’s views would be a useful way of testing the board’s perception of itself. The improvement work the board does as a result of reflecting on our expectations is best placed
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