An American white paper which aimed at supporting leadership across the healthcare sector to improve outcomes with their Triple Aim initiative. It focuses on three key elements:

New Mental Models: A set of ideas that constitute new mental models for leaders as they redesign care delivery systems to compete on value, rather than on volume, and deliver improved outcome results for the populations they serve.

High-Impact Leadership Behaviours: Five recommended leadership behaviours to accelerate cultural change and support efforts to improve. These leadership behaviours, when practiced systematically, are cross-cutting, supporting many key leadership efforts and initiatives at once.

IHI High-Impact Leadership Framework: A leadership framework that serves as a guide for where leaders need to focus efforts and resources in order to drive improvement and innovation. This updated framework adds three essential areas of leadership efforts: driven by persons and community; shape desired organisational culture; and engage across traditional boundaries of health care systems.

The white paper also includes examples from a variety of health care leaders, to help illustrate High-Impact Leadership Behaviors in real-world practice.

This report is based on case studies of employee engagement at eight high performing NHS Trusts. It identifies the approach and interventions associated with high levels of engagement, and provides some recommendations for trusts looking to drive up engagement. It concludes that only through effectively engaging with employees will the NHS be able to meet the challenges it faces in coming years.

This report argues that moving towards an integrated system of healthcare provision would make it possible to offer whole-person, holistic care to patients. It highlights the role mutuals could play in integrating public, private and third sector bodies to both improve patient outcomes and plug any funding gaps.

Outlines the results of an FTN members’ survey and reveals the full scale of extra investment that NHS foundation trusts and trusts are making to improve patient care following the Francis and Keogh reviews and the introduction of the new CQC inspection regime. It calls for a new approach to funding service developments and improved financial risk sharing.

Report from Hospitals in Pursuit of Excellence (HPOE) that argues that moving towards value-based payment models also requires a change in management skills that encourage systems thinking and aligns clinical and operational resources in order to improve outcomes and efficiencies.

John Illingworth looks at the enhanced role data and information will play in improving patient safety in the NHS, and introduces a new practical guide to implementing the framework for measuring and monitoring safety.

‘Probably most of us think we are doing a good job… But how much of this is comfortable illusion?’ In her latest blog, Dr Jennifer Dixon suggests we are often blind to the quality of our own work. Which is why using intelligent data and measurement is central to improving quality – ‘from the “national” health system level, to the local, to the personal’.