Most managers are members of the team they manage. This creates tension between the need to complete your own work and the need to manage the rest of the team | PCC
This course helps managers to balance these two roles, manage their team’s workload and delegate effectively. It takes you through how to successfully communicate at different levels within your organisation as well as how to avoid or manage conflict within your team.
Managing from Within the Team enables you to:
Get the balance right between doing and managing
Manage time well and delegate effectively
Be conscious of responsibility as role model to the team and what it involves
See how behaviour can shape the behaviour of others
The National Clinical Director for Dementia, Professor Alistair Burns has been writing to CCGs with the national dementia diagnosis rate in order to achieve and maintain the national ambition of diagnosing 2/3rd of the estimated population living with dementia.
The monthly CCG letters can be found below with the national dementia diagnosis rates alongside general updates on national priorities. Commissioners are asked to cascade this information to member practices.
The National Quality Board (NQB) has today (21 December) published a new framework that will promote improved quality criteria across all national health organisations for the first time | NHS England
The new publication provides a nationally agreed definition of quality and guide for clinical and managerial leaders wanting to improve quality.
The approach has been agreed by the national bodies that form the NQB to provide more consistency and to enable the system to work together more effectively.
It is part of work to cut unnecessary red tape by reducing duplication and aligning demands on professionals for information on the quality of services.
The document sets out a range of measures to achieve higher and consistent standards including: the need for a common language that people who use services understand; to ensure commissioners and providers experience a coherent system of assurance, measurement and regulation; that professionals and staff are equipped and empowered to deliver safe, effective, and responsive care; and leaders should create a culture where people feel free to speak up when something goes wrong.
YoungMinds analysis reveals that many local health bodies are diverting some of the new funding received for children’s mental health services to other priorities.
In 2015, the government pledged an extra £1.4 billion over five years to “transform” Child and Adolescent Mental Health Services (CAMHS). Research undertaken by YoungMinds into the responses of 199 Clinical Commissioning Groups (CCGs) from Freedom of Information requests has revealed that:
Fewer than half of the CCGs who responded were able to provide full information about their CAMHS budgets. If CAMHS services are to improve, there needs to be far greater accountability about where money is being spent.
In the first year of extra funding (2015-16), only 36% of CCGs who responded increased their CAMHS spend to reflect their additional government funds. Nearly two-thirds (64%) of CCGs used some or all of the extra money to backfill cuts or to spend on other priorities.
In the second year of extra funding (2016-17), only half of CCGs (50%) who responded increased their CAMHS spend to reflect their additional government funds. The other half (50%) are using some or all of the extra money for other priorities.
£101 million of new funding to support and spread the work of the new care model vanguards | NHS England
The vanguards are partnerships of NHS, local government, voluntary, community and other organisations that are implementing plans to improve the healthcare people receive, prevent ill health and save funds.
Considerable progress has been made since the vanguards were launched in 2015 and there is emerging evidence that they are making significant improvements at a local level. This includes reducing pressure on busy GP and A&E services.
In addition to the funding, the vanguards will continue to receive support from NHS England and other national bodies to implement their plans, including how they harness new technology including apps and shared computer systems. They are also receiving help to develop their workforce so that it is organised around patients and their local populations.
Sustainability and Transformation Plans (STPs) are central to this process and all bids should be explicitly linked to the relevant local STP plans. This process is open to any STP, although individual organisations or alliances may bid on behalf of an STP for this funding; submission of applications must be via STPs.
New report shows how clinical commissioning can help realise full potential of local economies | NHSCC
NHS Clinical Commissioners have today launched a new report showing the positive contribution that clinical commissioners are making to their local economies. With the recent Autumn Statement making it clear that neither health nor social care will receive additional funding to alleviate pressure on their increasingly overstretched services, the question of how the NHS can drive prosperity in local areas is an increasingly important one.