The NHS England planning guidance was published at the end of March, and the key word in the document is…
The resilience of the NHS is undeniable. With the right strategies in place, we can navigate through the challenges that winter will bring while providing the best possible care for patients.
IMPOWER puts frontline staff at the centre of our approach to change - and it is this that makes us stand out when it comes to delivering sustainable change in organisations as complex as the NHS.
By stepping back to review what has changed, leaders will be able to identify new opportunities in integrated care systems that could deliver lasting and meaningful change for local citizens.
Addressing loneliness through strengths-based approaches, such as social prescribing, independent travel training and befriending services, empower individuals to improve their wellbeing, and become less reliant on health and social care interventions.
Whilst centralised systems enable effective reporting and can build consistency, there are factors that need to be in place to make it work.
Healthcare staff have shown resilience and flexibility during the most challenging of times. However, they need support from leaders to enable them to continue to deliver this work, and implement innovative strategies that will improve services.
Our recent event brought together colleagues from across the sector to discuss learnings from Covid and next steps
3 things stood out to us, all of which resonate with our own experience of working on adult social care projects with local authorities.
The NHS Time for Care scheme will be fully rolled out over the next three years following a successful pilot, but what is the extent of avoidable demand? I share my views on this much needed scheme.
The problem of DTOC has basically been addressed, but the problem of demand most certainly has not.
Sign up for the latest thinking on delivering sustainable change and better public services
No spam; unsubscribe easily at any time. Learn more in our Privacy Policy.
