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Oxford Medical Leadership Forum / Oxford Medical Leadership Forum

The Oxford Medical Leadership Forum is proud to welcome Simon Stevens, Chief Executive of NHS England, who will speak about the future of the National Health Service.  
omlf.co.uk
about 7 years ago
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Health policy, NHS leadership development, events, information - The King's Fund

The King's Fund is an English health charity that shapes health and social care policy and practice, provides NHS leadership development, and hosts health care events.  
kingsfund.org.uk
about 7 years ago
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p-Medical_Leadership_and_Managem-175.aspx

Since the publication of the Medical Leadership Competency Framework, a greater emphasis has been placed upon the leadership and management skills of doctors. Our CPD accredited management e-Learning course can be undertaken at your leisure and will help improve your personal effectiveness.  
radcliffelearning.com
about 7 years ago
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King's Student Healthcare Leadership Association

The SMLA is a society offering a one-stop-shop for learning, debate and discussion in themes relating to medical leadership, management, quality improvement and patient safety.  
kclsu.org
about 7 years ago
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Medical Management and Leadership Society

We will bring managers and consultants from all aspects of healthcare and beyond to give their insight into the role of leaders in future of the NHS as well as in managing large organisations. Through these events members can build a network of contacts, gain valuable leadership and managerial skills and gain a highly regarded boost to any CV.  
sgsu.org.uk
about 7 years ago
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SGUL Medical Management and Leadership Society

SGUL Medical Management and Leadership Society. 227 likes · 3 talking about this. Like this page to show your support for the new Medical Management and...  
Facebook
about 7 years ago
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Go above and beyond in Medical School

Get involved in extra curricular activities and leadership opportunities. I just submitted my letter of intent to run for our student body vice president pos...  
YouTube
about 7 years ago
Www.bmj
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NHS chief berates lack of ethnic diversity at board level

The new head of the NHS has told NHS boards that they must become more ethnically diverse. Simon Stevens, NHS chief executive, said diversity in leadership, far from improving, may even have been “going backwards.”  
bmj.com
almost 7 years ago
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Developing collective leadership for health care

Our paper argues that collective leadership – as opposed to command-and-control structures – provides the optimum basis for caring cultures. With the NHS facing bigger challenges than ever before, leaders must ensure that cultures within health care organisations sustain high-quality, compassionate and ever-improving care. Key to shaping these cultures is leadership.  
kingsfund.org.uk
almost 7 years ago
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Culture and leadership in the NHS

The King's Fund's second leadership survey revealed a mixed picture of leadership, culture and the working environment across the NHS. In February and March 2014 The King’s Fund conducted a survey of NHS managers and clinicians about leadership, culture and compassionate care in the NHS. We received more than 2,000 responses. This is the second leadership survey of NHS staff we have undertaken and it revealed a mixed picture of leadership, culture and the working environment across the NHS.  
kingsfund.org.uk
almost 7 years ago
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Medical engagement

Our report is based on case studies of four NHS trusts with acknowledged high levels of medical engagement. It aims to help other organisations that are seeking to create cultures in which doctors want to engage more in the management, leadership and improvement of services. What is good medical engagement? In those organisations where it exists, how has good medical engagement been created and sustained? These questions are at the heart of this report, which builds on earlier work from The King’s Fund on medical leadership.  
The King's Fund
over 6 years ago
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System leadership

This paper seeks to identify the skills, knowledge and behaviours required of new system leaders and to learn from AQuA's Integrated Care Discovery Communities, which are attempting to combine strong organisational leadership with collaborative system-level leadership approaches. A consensus is emerging in England around the concept of ‘integrated care’ as the best hope for a sustainable NHS. For leaders in the health care system, this represents an immense challenge. Leading across complex interdependent systems of care is a new and different role, undertaken alongside the already difficult task of leading successful institutions.  
The King's Fund
over 6 years ago
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Financial failure in the NHS

We explore the current financial state of the NHS, the approaches used to avert financial failure and how to deal with it once it occurs. This report describes the current financial state of the NHS and the reasons for the deterioration in financial performance and ultimately financial failure. These include weak leadership, legacy costs, PbR, and the impact of the wider health economy.  
The King's Fund
over 6 years ago
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Go above and beyond in Medical School

Get involved in extra curricular activities and leadership opportunities. I just submitted my letter of intent to run for our student body vice president pos...  
YouTube
over 6 years ago
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Leadership vacancies in the NHS

Our research with the HSJ Future of NHS Leadership inquiry highlights the difficulty NHS organisations face in recruiting and retaining people for executive positions. There is a growing awareness that NHS provider organisations are experiencing a high number of vacancies at senior levels, are reliant on interims and are experiencing a greater ‘churn’ of senior leaders. This situation could have a negative impact on staff morale and engagement, on costs and on performance.  
The King's Fund
over 6 years ago
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Exploring CQC’s well-led domain

The CQC’s inspections focus on five key lines of enquiry as part of its ‘well-led’ domain. This paper sets out what boards can do in these five areas and draws on examples of good practice in leadership and culture in health care. Following the Francis Report into the failures of care at Mid Staffordshire NHS Foundation Trust, and the government’s response to the report, the Care Quality Commission (CQC) has introduced a more rigorous and wide-ranging approach to inspecting health care providers. The main purpose of inspections is to assess the quality of care delivered to patients. In making this assessment, CQC now also analyses the leadership and organisational culture of providers.  
The King's Fund
over 6 years ago
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Leadership and leadership development in health care

A summary of the evidence about leadership in health care services, published in collaboration with the Faculty of Medical Leadership and Management and the Center for Creative Leadership. A key challenge facing all NHS organisations is to nurture cultures that ensure the delivery of continuously improving high-quality, safe and compassionate health care. Leadership is the most influential factor in shaping organisational culture and ensuring the necessary leadership behaviours, strategies and qualities are developed is fundamental. But what do we really know about leadership in health care services?  
The King's Fund
about 6 years ago
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Criticizing the NHS - Can students do this productively?

In this month’s SBMJ (May 2013) a GP called Dr Michael Ingram has written a very good article highlighting some of the problems with the modern NHS’s administrative systems, especially relating to the huge amount of GP time wasted on following up after administrative errors and failings. I personally think that it is important for people working within the NHS to write articles like this because without them then many of us would be unaware of these problems or would feel less confident in voicing our own similar thoughts. The NHS is a fantastic idea and does provide an excellent service compared to many other health care systems around the world, but there is always room for improvement – especially on the administrative side! The issues raised by Dr Ingram were: Histology specimens being analysed but reports not being sent to the GP on time or with the correct information. Histology reports not being discussed with patient’s directly when they try and contact the hospital to find out the results and instead being referred to their GP, who experiences the problem stated above. GP’s are being left to deal with patient’s problems that have nothing to do with the GP and their job and have everything to do with an inefficient NHS bureaucracy. These problems and complaints often taking up to a third of a GP’s working day and thereby reducing the time they can spend actually treating patients. Having to arrange new outpatient appointments for patients when their appointment letters went missing or when appointments were never made etc. Even getting outpatient appointments in the first place and how these are often delayed well after the recommended 6 week wait. Patients who attend outpatient appointments often have to consult their GP to get a prescription that the hospital consultant has recommended, so that the GP bares the cost and not the hospital. My only issue with this article is that Dr Ingram highlights a number of problems with the NHS systems but then does not offer a single solution/idea on how these systems could be improved. When medical students are taught to write articles for publication it is drummed into us that we should always finish the discussion section with a conclusion and recommendations for further work/ implications for practice. I was just thinking that if doctors, medical students, nurses and NHS staff want to complain about the NHS’s failings then at least suggest some ways of improving these problems at the same time. This then turns what is essentially a complaint/rant into helpful, potentially productive criticism. If you (the staff) have noticed that these problems exist then you have also probably given some thought to why the problem exists, so why not just say/write how you think the issue could be resolved? If your grievances and solutions are documented and available then someone in the NHS administration might take your idea up and actually put it into practice, potentially reducing the problem (a disgustingly idealist thought I know). A number of times I have been told during medical school lectures and at key note speeches at conferences that medical students are a valuable resource to the NHS administration because we visit different hospitals, we wander around the whole hospital, we get exposed to the good and bad practice and we do not have any particular loyalty to any one department and can therefore objective observations. So, I was thinking it might be interesting to ask as many medical students as possible for their thoughts on how to improve the systems within the NHS. So I implore any of you reading this blog: write your own blog about short comings that you have noticed, make a recommendation for how to improve it and then maybe leave a link in the comments below this blog. If we start taking more of an interest in the NHS around us and start documenting where improvements could be made then maybe we could together work to create a more efficient and effective NHS. So I briefly just sat down and had a think earlier today about a few potential solutions for the problems highlighted in Dr Ingram’s article. A community pathology team that handles all of the GP’s pathology specimens and referrals. A “patient pathway co-ordinator” could be employed as additional administrative staff by GP surgeries to chase up all of the appointments and missing information that is currently using up a lot of the GP’s time and thereby freeing them to see more patients. I am sure this role is already carried out by admin staff in GP practices but perhaps in an ad hoc way, rather than that being their entire job. Do the majority of GP practices get access to the hospitals computer systems? Surely, if GPs had access to the hospital systems this would mean a greater efficiency for booking outpatient appointments and for allowing GPs to follow up test results etc. In the few outpatient departments I have come across outpatient appointments are often made by the administration team and then sent by letter to the patients, with the patient not being given a choice of when is good for them. Would it not be more efficient for the administrative staff to send the patients a number of appointment options for the patient to select one appropriate for them? Eliyahu M. Goldratt was a business consultant who revolutionized manufacturing efficiency a few years ago. He wrote a number of books on his theories that are very interesting and easy to read because he tries to explain most of his points using a narrative – “The Goal” and “Critical Chain” being just tow. His business theories focussed on finding the bottle neck in an industrial process, because if that is the rate limiting step in the manufacturing process then it is the most essential part for improving efficiency of the whole process. Currently, most GPs refer patients to outpatient appointments at hospitals and this can often take weeks or months. The outpatient appointments are a bottle neck in the process of getting patients the care they require. Therefore, focussing attention on how outpatient appointments are co-ordinated and run would improve the efficiency in the “patient pathway” as a whole. a. Run more outpatient clinics. b. Pay consultants overtime to do more clinics, potentially in the evenings or at weekends. While a lot may not want to do this, a few may volunteer and help to reduce the back log on the waiting lists. c. Have more patients seen by nurse specialists so that more time is freed up for the consultants to see the more urgent or serious patients. d. An obvious, yet expensive solution, hire more consultants to help with the ever increasing workload. e. Change the outpatient system so that it becomes more of an assembly line system with one doctor and a team of nurses handling the “new patient” appointments and another team handling the “old patient” follow up appointments rather than having them all mixed together at the same time. I am sure that there are many criticisms of the points I have written above and I would be interested to hear them. I would also love to hear any other solutions for the problems mentioned above. Final thought for today … Why shouldn’t medical students make criticisms of inefficiencies and point them out to the relevant administrator? If anyone else is interested in how the NHS as a whole is run then there is a new organisation called the Faculty of Medical Leadership and Management that is keen to recruit interested student members (www.fmlm.ac.uk).  
jacob matthews
almost 8 years ago