The Institute for Healthcare Management is the leading, independent membership organisation for health and social care managers, supporting personal development and driving change to improve health and well-being for all.
We aim to be the trusted, independent voice on the leadership and management of professional and compassionate health and social care.
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Clinicians and managers work in a range of settings across primary and secondary care. In 2013 the NHS alone employed 147,087 doctors, 371,777 qualified nursing staff, and 36,360 managers.1 This paper focuses particularly on the relationship between clinicians and managers within acute settings, although some of our recommendations may apply to other sectors.
The NHS has, for a number of years, been widely perceived as being in the grip of a ‘leadership crisis’, with many key posts unfilled or filled by interims, and a high turnover of senior staff. A third of NHS trusts have vacancies for key leaders at board level or interims in post. Almost one in six have no substantive chief executive, and the same number have no substantive medical director. At present, the average tenure of an NHS chief executive is only two and a half years.
In April 2019 the IHM undertook a public, anonymous survey to understand more about how management should be regulated.
We received 222 responses. We have collated your multiple choice responses into this report and we are currently working to pull together a further report which details the common themes mentioned in the many free text comments you kindly provided for us.
The research is clear. Treating healthcare staff fairly and with respect improves the health and well-being of staff, improves how organisations work and enhances patient care and safety. Ensuring that the talent of all who work in the NHS is recognised and developed is essential. Equality and diversity are enshrined in the NHS Constitution. They are statutory obligations for healthcare employers. They are written into your contracts of employment.
This guide signposts the framework employers must work within, the approaches that are more likely to work, and where to find more information.
The Winter’s Tale, written in collaboration with Richard Vize, is the culmination of a series of in-depth interviews undertaken with acute trusts across England about their experiences of surviving another winter.
The report focuses on the processes and behaviours of the emergency teams that are managing to deliver outstanding results despite the ever increasing challenges. The report is a must for anyone that works in or interacts with A&E departments or is interested in how human factor changes can positively influence difficult situations.
Swimming together or sinking alone, is a report based on revealing interviews with senior leaders in health and local government on what is really happening as managers grapple with the Sustainability and Transformation Plan (STP) process. Written by journalist and policy expert Richard Vize, Swimming together or sinking alone analyses the difficulties these new, highly pressured networks are experiencing, and identifies how healthcare managers need to think and act differently to make systems leadership a success.