The King’s Fund has called for an additional £2 billion in funding for the NHS ahead of next week’s Autumn Statement. The think tank argues that the settlement agreed for the NHS in 2015/16 should be re-opened to prevent a financial crisis. Unless this money is found, it says patients will bear the cost as staff numbers are cut, waiting times rise and quality of care deteriorates.

http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/autumn-statement-briefing-2014.pdf

Latest web and policy updates from NHS England.

Considers the use of NICE like body to consider evidence of effectiveness for public policymaking arguing that it could help to save billions of pounds of taxpayers’ money by helping doctors, head teachers, police chiefs and many others make smarter decisions based on what works and what doesn’t.  The report recommends an approach that engages with wider social values and interests – getting service users, providers and others involved is vital to success. Any new NICE-type institution aiming to be an evidence intermediary must avoid only working in a “navel-gazing” technocratic, academic research-focused silo. There is a need to engage with wider audiences, and the difficult and messy politics that goes with making tough decisions relating to crime, education and other areas of social policy.

http://www.nice.org.uk/Media/Default/News/NestaAlliance_and_NICE_paper.pdf

Any initiative designed to build capacity for knowledge mobilisation should consider the subsequent trajectory of newly developed knowledge and skills within the recipient healthcare organisations. The analysis leads to four principles underpinning a practice-based approach to developing multilevel knowledge mobilisation capabilities:

1. moving from ‘building’ capacity from scratch towards ‘developing’ capacity of healthcare organisations;
2. moving from passive involvement in formal education and training towards active, continuous participation in knowledge mobilisation practices;
3. moving from lower-order, project-specific capabilities towards higher-order, generic capabilities allowing healthcare organisations to adapt to change, absorb new knowledge and innovate; and
4. moving from single-level to multilevel capability development involving transitions between individual, group and organisational learning.

The Network Toolkit provides an online learning resource to help network leaders and users manage their networks effectively, providing the building blocks and ‘know how’ in the system for networks to strengthen and sustain their own development, performance and impact.

The Network Toolkit provides:

• A diagnostic service for network leaders to use in diagnosing their network’s strengths and weaknesses and to shape action
• An online community of practice to share leadership challenges with other network leaders
• A knowledge bank resource to ensure network leaders have the latest evidence and intelligence on leading effective networks
• The development of a ‘Network Health Check’, which allows leaders of established networks to report its purpose, performance, aims, operations and capacity

Paper from the Tavistock Institute that uses complexity theory to develop an ongoing dialogue about moving towards compassionate leadership.

As evidence-informed implementation interventions spread, they need to be tailored to address the unique needs of each setting, and this process should be well documented to facilitate replication. To facilitate the spread of the Mobilization of Vulnerable Elders in Ontario (MOVE ON) intervention, the aim of the current study is to develop a mapping guide that links identified barriers and intervention activities to behaviour change theory.

The NHS Health Check is for 40 to 74 year olds and aims to reduce the risk of people developing preventable conditions. This paper sets out the research and evaluation priorities for the programme and provides input from stakeholders from across the public health sector, as well as Public Health England’s understanding of current knowledge and academic research on NHS Health Checks.

In this article, we’ll look at what a results-only work environment (ROWE) is, when it’s appropriate to use one, and how you can overcome some of the common management challenges that this innovative working arrangement presents.

http://www.mindtools.com/pages/article/managing-results-only-environment.htm

When I am invited to “teach leadership” to managers in corporations, I use the first few minutes to address the issue of where and how one learns to lead—and what gets in the way. I usually begin with a confession and a question. My confession is always the same. That I am hoping to learn something from our encounter, brief as it may be, that I will remember and use. This is what I believe good leaders and good teachers have in common—the commitment to keep learning as they practice.

https://hbr.org/2014/11/learning-is-the-most-celebrated-neglected-activity-in-the-workplace