Resources

826 resources

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  1. Part of: Improving staff retention

    Working collaboratively, staff from Buckinghamshire Healthcare NHS Trust used data to reduce nurse turnover by 2 per cent and the costs relating to recruitment of temporary and agency staff.

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  2. Part of: Improving staff retention

    A case study on how East London NHS Foundation Trust reviewed its staff benefits and reward offer to help meet its recruitment and retention challenges.

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  3. Part of: Improving staff retention

    Northern Devon Healthcare NHS Trust used reward, within its recruitment strategy to ease workforce supply pressures and reduced vacancy rates.

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  4. Part of: Improving staff retention

    Sandwell and West Birmingham Hospitals NHS Trust (SWBH) wanted to improve staff retention and reduce spending on temporary and agency staff. The trust also wanted to re-engage the workforce following redeployment programmes that had led to low staff morale and engagement.

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  5. Our expectations of boards and board members in relation to Freedom to Speak Up plus a self-review tool.

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  6. Part of: Overseas visitor cost improvement programme

    It is now mandatory for NHS acute trusts to collect upfront payment from overseas visitors who are not entitled to free NHS elective care. This indicative price list is to support providers in upfront charging.

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  7. We have designed this programme with the Faculty of Medical Leadership and Management (FMLM) and NHS Leadership Academy to provide developmental support to those considered to have the potential to take on a medical director role.

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  8. Our publications index contains links to resources that have been developed to help provide better ambulatory emergency care for patients.

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  9. Part of: Implementing seven day hospital services

    This case study from Calderdale and Huddersfield NHS Foundation Trust outlines how restructuring working patterns can improve consultant capacity and outcomes for emergency general surgical admissions.

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  10. Part of: Improving patient flow through urgent and emergency care

    This quick guide demonstrates how NHS emergency care, in particular patient flow through the health and care system, benefits from allied health professionals (AHPs).

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  11. The cardiothoracic surgery report from the 'Getting It Right First Time' (GIRFT) programme sets out 20 recommendations to improve the way cardiothoracic surgical services are organised and delivered in England.

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  12. Part of: Inspiring improvement across the NHS

    Resources to support delivery of reducing the impact of serious infections (antimicrobial resistance and sepsis) CQUIN, parts 2c and 2d for 2018/19.

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  13. Part of: Developing the national tariff

    Our costing transformation programme will improve the quality of costing information in the NHS, with patient-level costing (PLICS) and a single annual cost collection. This will support providers to deliver better, more efficient outcomes.

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  14. We’ve designed this programme with Ashridge Executive Education to help develop up to 25 senior professionals from inside or possibly outside the NHS to be ready to take on a chief operating officer (COO) role within the next 12 to 18 months.

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  15. Part of: Improving patient flow through urgent and emergency care

    This guide describes how local systems could implement trusted assessment to effectively and safely reduce the numbers and waiting times of people awaiting discharge from hospital.

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