The Nursing Associate role is a new support role that sits alongside existing healthcare support workers and fully-qualified registered nurses to deliver hands-on care for patients. This report provides an evaluation of the Nursing Associate test site programme of Nursing Associates which began in January 2017.
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The NHS Long Term Plan sets out ambitions to increase the number of people in learning placements across the NHS. To meet these ambitions, employers will have to scale up the ability to offer a safe and high-quality learning environment that supports workforce development. Based on conversations with those organisations which have already grown their capacity, this briefing sets out a series questions and actions, under six key areas to help employers reflect on what more they can do to increase placement capacity in a way that is sustainable for their organisation.
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Ambitions to scale up the number of nursing students across the NHS set out within the NHS Long Term Plan and the Interim People Plan will require services to increase the number clinical placements they offer. Understandably there is some apprehension about how additional capacity can be generated. This NHS Employers briefing provides an insight into some of the strategies and ideas being explored by employers to increase placement capacity and offers some options for you to consider.
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This document is an interim report detailing the first six months of an evaluation of the WRES. This is an independent evaluation, conducted at the University of Sheffield, in conjunction with Lancaster University, with funding provided by NHS England. Many aspects of addressing race inequality are specific to individual trusts and the historical and local context in which the organisations operate is important. It is particularly important to consider that it is too soon to expect to see significant change in healthcare delivery and outcomes as a result of the WRES; this will take years to bear proper fruit, and it is still the early stages of that journey.
• It is important that the WRES continues with the same commitment and momentum; it is vital to retain the same indicators and methodology so that trusts can learn as much as possible from their data, by monitoring change over time, and to help them embed the culture change that is needed to ensure greater race equality within the NHS
• It is essential that the future leadership of the WRES is considered a priority, both in terms of ensuring continuity at the national level and in terms of decentralised leadership so there is more expertise at a local level
• In order to maintain positive views of the WRES, steps should be taken to ensure that “monitoring fatigue” is kept to a minimum by allowing greater use of existing data and procedures. This may be particularly important for other initiatives such as the new Workforce Disability Equality Standard (WDES).
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This report finds that in comparison to similarly advanced economies, the UK’s capital investment in the NHS has been very low. On average, a person living in the UK has missed out on almost £2,000 since 1975 – the equivalent of over £100 billion overall. The report recommends a new settlement to fund capital and support transformation totalling £5.6 billion per year – an 80 per cent uplift. The PFI legacy must also be urgently addressed, through a ‘right to enfranchisement’ for the NHS, which would bring those that represent bad deals back into public ownership.
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This 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. The toolkit is based on tried and tested work undertaken by Hull University Teaching Hospitals NHS Trust and is designed to help staff 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.
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This case study from Leeds Community Healthcare NHS Trust sets out its approach to increasing staff experience and engagement for admin staff. The trust did this through running a celebratory event aimed at admin and non-regulated staff in 2017 to demonstrate to its admin staff how much they are appreciated and valued, and to seek feedback from this important staff group on the benefits for working for the Trust.
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This short guide is designed to help raise awareness of the options available to members of the NHS Pension Scheme affected by the annual allowance. The annual allowance is the amount of pension savings an individual can make in one year without paying tax.
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This case study show how CONNECT, a regional service in Yorkshire aimed at improving care for adults with eating disorders, worked in partnerships to better support people with mental health issues. The CONNECT Service offers a variety of treatment options based on a person’s needs including early intervention, home-based treatment or inpatient treatment.
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Integrated commissioning is where commissioners (those who plan, develop and purchase services) pool budgets across traditional boundaries, such as ‘health’ and ‘social care.’ The intention of this is to reduce duplication in service provision, where, typically, different bits of local government or the NHS fund or commission (purchase) similar things. This guide aims to explain it to parents and carers.
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