We are the leading independent membership organisation for managers and leaders commissioning, delivering and supporting health and care in the UK and across the world, supporting personal and professional development and driving change to improve health and well-being for all through quality management. 

Our mission here at the IHM is to work with you to identify and provide the resources, support and opportunities you need to be your best selves, connecting with other membership organisations and professional bodies to enable us all to get the very best out of our collective expertise and resources.

Whether you’re a current member or thinking about joining, please contact us today  to let us know how we can support you and your teams to be and to feel at your best.



Plenty of IHM members tuned in to Monday evening’s webinar with the brilliant Anita Charlesworth from the Health Foundation who presented, in 25 minutes, the most eye opening set of slides that I can recall seeing on the subject of NHS Finance. The scale of the challenge facing politicians of any political hue was laid bare, as was the depth and severity of the crisis (and it is) in respect of staffing.

We are told by the Department of Health that there are currently 40,000 nurse vacancies in the NHS but, as my esteemed colleague Roy Lilley has pointed out, the methodology for working this out is questionable at best. It transpires that the methodology relies on counting the number of nurse job vacancies on the NHS jobs website – so if you need 5 nurses and place one advert, it counts in the official figures as 1 vacancy. Hmmm…

Just for the moment, however, park the issue of vacancy numbers and consider instead the NHS and Social Care’s ability to recruit, retain and sustain nurses and doctors across the nation. Figures from the OECD (2019) show that the UK is lagging well behind other marker countries when it comes to training graduate nurses, with a figure of 30 per 1,000 population versus 55 for Germany, 63 for the United States and 85 for Australia. We all know how long it takes 3 years for a nurse to gain a degree, and then there are the years of accumulating experience so that they are genuinely confident to be released, unsupervised, onto a ward, health centre, district or community. For a Doctor, there’s a 5 year degree, 2 year post grad foundation and 3-8 years for specialist training.

In short, whatever your political persuasion or voting intention, money pledged to the NHS and social care is only part of a long term solution. If we don’t have the trained staff then how can anybody, for example, make promises about community care provision within the next Parliament?

And you, the manager, are typically at the sharp end of patient, clinical and political impatience when cancellations, delays, and wait lists build up.

What’s happened has happened and there seems precious little merit in raking over who has been responsible for the current situation. This has been an issue years in the making. Question is, what can we do?

The best managers set the environment for good people to achieve great things, so I’d suggest we start with the notion that we can only control the controllable. How do we make our working environment attractive and supportive for all staff? What measures might we introduce to enable and support lapsed nurses to re-enter the service? How do we tackle childcare? Education? Peer support? Flexible work rotas? Remote working & communications? Travel to and from work? We need open minds, absolute determination to improve and a steely will to succeed. Make some waves! Create some ideas and plans! Take the helm!

Please don’t wait for the money, of any political colour, to flow through and magically deliver the kind of recruitment results we need. That would be a fantasy.

Best wishes



The Institute of Healthcare Management has partnership agreements with the following membership organisations:

It is the mutual aim of the Institute and each partner membership organisation to promote and support excellence in healthcare and by working together we can achieve more and therefore make greater progress.

Where opportunities arise, the IHM and each of the above organisations have agreed to work together to share access to activities and resources which support our members and their professional communities. This will, for example, include:

  • Events, workshops & conferences
  • On-line webinars, podcasts & videos
  • Focus groups, research reports & insights / analysis
  • Education programmes & exchanges
  • Networking events for the purpose of learning & understanding

The partnership agreements recognise the independence of each organisation and seek to create an environment of working together to achieve better health and social care.

For further information please contact: contact@ihm.org.uk


Membership of IHM brings real professional benefits developed to meet the changing needs of the healthcare sector.

We welcome anyone with or progressing towards, a management role in an organisation which commissions, provides or supports health and care (in its broadest sense). Our diverse and inclusive membership includes managers from the NHS, social care, public health, private sector, military, charity and voluntary sectors, as well as a thriving overseas representation – across all management levels and disciplines.

Our membership options include reduced rates for students and retired members. We also offer Corporate membership.

The IHM is going from strength to strength with over 600 new members having joined us in the last few months alone.  So why not join us today and start enjoying the benefits your membership can bring?

Please click on the image below to see a short message from Roy Lilley about how we should “all rise to the challenges ahead together”

IHM Members – is your contact information up to date?

Holding accurate and complete contact information for you will enable us to manage your membership efficiently and to provide you with the resources and services you need to be your best selves.

Please click here to find out how to check and update your profile!


Give your career a boost with the  IHM Fellowship Programme

  • ILM Level 5 Diploma in Leadership & Management
  • MSc Global Healthcare Management – Senior Leaders Master’s Degree
  • IHM Senior Manager ILM Level 7 Diploma in Leadership & Management

The ILM Level 5 Diploma and the MSc are both eligible for the Government Apprenticeship Scheme. At present, the Government Apprenticeship Scheme does not include the Level 7 qualification.

For further details of this exciting personal development programme please click here or contact us for more information.


There’s Room at the Top – a Fast-Track Guide to writing a CV (Bragging with a purpose!)

The NHS is undergoing another big change.

The chances are you will be put in a position where you’ll have to apply for the job you are already doing or perhaps move on. Either way you’ll need a CV – the right CV.

Roy Lilley has produced an easy to read guide to help you produce a tailored CV to get the job of your dreams, or to ensure you keep your existing one!

IHM members can have an exclusive preview of this invaluable guide to CV writing by  clicking here.


IHM Manifesto for the NHS,

Results of IHM survey of working managers in the NHS. What do they want for the future…

Most governments usually address the ills of our most loved public service, the NHS, with the combination of investment and reform…… this leads to change being the only constant in the NHS.

As the general election draws closer and in amongst the din surrounding the NHS, the Institute of HealthCare Management (UK) has, polled its membership to establish the most important issues that need to be addressed in the current political cycle – and most importantly how these might be solved.

The results, published 27th November, focus on practical and achievable solutions to the many challenges facing the NHS today. 

The results reveal some consistent themes:

  • A long term and predictable funding guarantee for the NHS year on year, aligned with its annual inflator (around 4%) rather than episodic cash injections at times of crisis (71%)
  • A critical analysis and public consultation for a hypothecated tax, or increase in national insurance, specifically to improve revenue for social care services. (60%)
  • Dedicated funding to support the ongoing professional development and education and training of health and social care professionals, particularly with the return of real cash bursaries to aid nurse recruitment and training. (43%)

If a new government did nothing else but deliver on the above three solutions, the far-reaching effects would impact on a significant number of other NHS deficiencies.

To continue reading the results of this insightful poll please click here.


On Thursday 17th October, our IHM President, Lord Hunt of King’s Heath (Philip), formally launched the IHM ‘‘Code of Practice’

The Code has been developed to strengthen and develop the profession of health and care management. 

Signing up to the Code demonstrates a commitment to strong professional and ethical standards – standards which have their foundation in the seven (Nolan) Principles of Public Life

CLICK HERE to view the IHM ‘Code of Practice’ 


Working with our partners, Salix & Co, from 8am each week day you can get a ‘heads up’ on the latest health and social care news, views.

CLICK HERE for the IHM Daily Health & Social Care News


Births by parents’ country of birth – ONS

Statistician’s comment “In 2018, just over one in three children born in England and Wales had at least one parent who was born outside the UK. These parents could be long-time residents who moved here

10 October 2019|

IHM Leadership Arrangements

The Institute of Healthcare Management is pleased to announce that it will be strengthening and extending its operational and governance arrangements from 1st October 2019 with the appointment of a new Board. From 1st October'19

4 October 2019|

New sources and methods transforming GDP

The Office for National Statistics has today published indicative revisions to quarterly gross domestic product (GDP) for 1997 to 2016 that will first be included in headline estimates from the end of September 2019. The

21 August 2019|