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NHS managers need training framework, campaign finds


A national framework for the training and development of general managers within the NHS should be set up to support managers in their roles and ensure all are working to the same standards, a new guide to be published by Nursing Times, HSJ and NHS Improving Quality will reveal.

Contributors to the guide said such a framework “will ensure managers nationally are held to the same standards, which in turn will lead to a national reduction in over controlling leadership practices”.

The free interactive guide to be published on Monday sets out how to drive effective change in the NHS and has been entirely curated from suggestions offered by the public as part of a challenge top down change campaign.

The Nursing Times, HSJ and NHS Improving Quality Change Challenge set out to produce some practical solutions to help the NHS achieve better change.

Using a crowdsourcing platform developed by Clever Together, the campaign asked the public what things enable bottom up change in the NHS, what prevents it, and what are the solutions?

Over two months, the public were able to make suggestions, comment and offer ways of implementing ideas from others and vote them up or down. The anonymous format allowed people to talk openly and without prejudice.

More than 13,000 contributions were made by 3,595 people across 45 countries

More than 13,000 contributions were made by 3,595 people across 45 countries. Social media tools were also used to spread the message and encourage many to share their opinions.

A public voting system and expert panels both within and outside the industry were then able to whittle down the thousands of contributions received into implementable ideas.

Another idea offered by the public was that small clinically led improvement teams should be hand-picked from within to help share best practice across their organisation and reduce pressures by identifying staffing gaps.

Solutions around fostering an open culture, leadership, management and the effective use of staff and resources feature heavily amongst contributions shared by the crowd reflecting the current climate around the future planning of the NHS.

The guide is to act as a tool kit for individuals wanting to support bottom up change amongst staff and will be available from the Nursing Times and HSJ website.


Readers' comments (6)

  • that's true ? some don't have a foggyist
    idea where to start?

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  • NHS managers need to fully experience working on floor level and it will be good for them to link with a nurse on the floor for a period of time this will give them valuable experience to manage.
    I will be very happy to link with a manager to work alongside me on the floor.
    I had to look after 12 acute medical patients yesterday with 1 transfer within the hospital.
    2 discharges to two different community hospitals and 2 discharged to their home at the same time looking after the rest of my acute medicals then taking an acute admission.The only nurse working in the rest of the ward was an Agency so I had to take charge as well on my grade 5 pay. I worked so hard and had to coordinate so well it is unbelievable how I did it, but I am not happy about it as if only I had less patients then I would be doing the job as it should be done. No medals here only stress. Really I will welcome a link to an NHS manager. They don't need a framework made up by some one they need to get the experience from ground control and compose the framework themselves.

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  • Welcome to the real world this is it and worse what you did yesterday is the norm at present but please tell me where was your aux's and why didn't you excelated to your manager or matron you was working dangerous for youself and patients that could lose your pin quote: it is hard to get
    and easy to lose. think do a risk assessment
    get someone high to sort it out as you say you don't get payed for that work. and if anything happened and it went to court
    you wont have a leg to stand on you wouldn't be backed up you have to look after yourself it is everyone's call of duity not only yours. bless ya take care

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  • UK trained teaching hospital trained RN with many years front line practical experience in the NHS and abroad with MSc in healthcare management from highly regarded management school of British university any good? HR and General Management are not interested and will do everything in their power to keep us out! If you are an RN they can only offer jobs at the level of the newly qualified with salary and benefits to match.

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  • peter jones

    Hello. While not addressing this topic directly please pardon my bringing in some related themes...

    Re. Change within Nurse Education, E-learning and Innovation

    A Survey: Lecturers, Undergraduate student nurses, E-learning, e-portfolios - Innovation?

    If anyone is involved in undergraduate nurse education - lecturing could you please assist with a survey?

    I am open to faculty engaged in social care - social work education too.

    It is for a module in graduate studies in Technology Enhanced Learning at Lancaster University:

    I've not used Survey Monkey before, will also look at Bristol Online Survey for future use. The studies are proving quite a challenge (as expected) as I'm trying to reach into academia from full-time practice.
    Last night I posted about some of the assumptions I'm seeking to investigate...

    If you have colleagues who might be able to help please pass this on...

    Many thanks

    Kind regards

    Peter Jones
    Community Mental Health Nurse Older Adults &
    Graduate Student - Lancaster University: Technology Enhanced Learning
    CMHT Brookside
    Aughton Street
    Ormskirk L39 3BH
    +44 01772 773770
    Blogging at "Welcome to the QUAD"
    Hodges Health Career - Care Domains - Model
    h2cm: help 2C more - help 2 listen - help 2 care

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  • In the 1990s the NHS Training Authority developed management training standards (anyone remember MESOL?) plus Financial Management training, etc, etc. The NHSTA's approach was based on using multi-disciplinary teams, including clinicians, to guide new developments. It was disbanded because too many in the NHS didn't want to pay for this work. Attempting to get the NHS to accept anything developed centrally is, to quote a phrase, like herding cats, and policy makers today hate the idea of any centrally-driven change unless, of course, it is something they want. If I may be provocative for a moment, the words 'clinical' and 'leadership' do not fit together well. The approach to authority within clinical training in this country is much too authoritarian and privileged, and demands on personal time are too great, to permit the development of broad experience and innovative thinking outside 'the system'. The many nurses and doctors who have the intelligence to see the solutions are unable to do so simply because the 'day job' is too demanding and the system says that the NHS way is the only way. Once again the answer lies in freeing up resources to give people time to look and think, but the only way more resources will be made available is to look 'outside', something that 'the system' will not permit....
    I recently heard a policy maker talking (again) about turning the supertanker - but we are trying not just to turn but to rebuild the tanker while still floating and fully laden. Above all we need honest thinking about this at all levels, however painful that is. Start with the patient!

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