Resources

662 resources from source NHS Improvement ×

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  1. This remuneration structure seeks to align the remuneration for chairs and non-executive directors of NHS trusts and NHS foundation trusts.

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  2. One of the actions in the interim NHS People Plan was to develop competency frameworks for senior NHS leadership roles to assist in the recruitment, development and appraisal of our leaders.

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  3. One of the actions in the interim NHS People Plan was to develop competency frameworks for senior NHS leadership roles to assist in the recruitment, development and appraisal of our leaders.

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  4. One of the actions in the interim NHS People Plan was to develop competency frameworks for senior NHS leadership roles to assist in the recruitment, development and appraisal of our leaders.

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  5. Part of: Staff engagement and communication , Recruiting, developing and retaining staff , Developing a retention strategy , Effective use of data and diagnostics , Supporting new starters and newly qualified staff , Flexible working to support work-life balance , Supporting the experienced workforce , Career planning and development , Health and wellbeing, rewards and benefits , Improving staff retention

    This revamped retention improvement resource outlines key steps to improving retention of clinical staff. We have distilled advice from interviews with trust HR directors, directors of nursing and medical directors.

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  6. Patient safety improvement programmes (SIPs) collectively form the largest safety initiative in the history of the NHS. They support a culture of safety, continuous learning and sustainable improvement across the healthcare system.

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  7. Part of: Inspiring improvement across the NHS

    Resources to support delivery of the antimicrobial resistance CQUIN indicators, part CCG1a and CCG1b for 2019/20.

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  8. Advice for trusts to ensure that their approach to job planning for allied health professionals (AHPs) is consistent with best practice.

  9. Part of: Criteria-led discharge

    This guide to criteria-led discharge (CLD) supports managers to implement, sustain and spread CLD, as well as providing context and evidence around the process.

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  10. Part of: Criteria-led discharge

    Steps that your multidisciplinary team can take to implement criteria-led discharge (CLD) in your service.

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  11. Support for managers to improve the breadth and depth of their knowledge and expertise regarding the key components of elective care infrastructure that underpin and support sustainable delivery of referral to treatment, cancer and diagnostic waiting times.

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  12. Part of: Making data count , Criteria-led discharge

    Statistical process control (SPC) is an analytical technique that plots data over time. It helps us understand variation and in so doing guides us to take the most appropriate action.

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  13. The NHS Oversight Framework for 2019/20 outlines the joint approach NHS England and NHS Improvement will take to oversee organisational performance and identify where commissioners and providers may need support.

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  14. Part of: Transforming patient-level costing in the NHS

    Our annual programme monitors acute and mental health providers' costing information. It identifies providers that need support, those delivering best practice. We also share results from the programme.

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  15. These practical, interactive guides are suitable for those working at all levels in the NHS, from ward to board, and will show you how to make better use of your data.

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