NHS Women in Leadership: Plan for Action 
Newman, P
December 2015
A report published in collaboration with UN Women and supported by NHS Employers and the HSJ Women Leaders Network, encompassing interviews with 12  senior NHS stakeholders. The report highlights the need for gender equality in the NHS, presents experiences of the UN system in this regard, and has actions that organisations can take at system-wide, organisational and individual level.

Women in clinical commissioning leadership A case for change
NHS Clinical Commissioners 
December 2015
NHSCC Chief Executive Julie Wood has said: “Not only is achieving gender equality the right thing to do for the sake of fairness, it’s also one that is crucial to improve performance.  Research has shown that organisations with at least three women out of every ten members on their boards do better than those without, both in terms of  operational excellence and financial performance.” (NHS Clinical  Commission webpage)
Excerpt from webpage:  Recommendations in the report include:
CCGs should develop a talent management programme to identify, support and nurture women who have the   potential to be clinical leaders of the future. CCGs should measure where they are now and develop a plan to boost female clinical leadership. NHS England to appoint a champion for women in clinical leadership and NHS England to regularly publish data on representation of women in clinical leadership.

Powerful people: Reinforcing the power of citizens and communities in health and care
Muir R and Quilter-Pinner, H
Published by IPPR (Institute for Public Policy Research) , July 2015
Report looks at a range of empowering models of care such as social prescribing models, brokerage and integration models, peer support models, asset based community development models, and technology-enabled care plans. Recognising that these models are at the margin of the system, the report looks at ways in which they can be encouraged to spread; transformation fund to invest in new models of care , more personal health budgets, local commissioners to provide funding for integrated healthcare providers based on capitated and outcomes-based funding, devolved power to local areas, development of roles and skills to provide new models of care, better adoption and diffusion mechanism for technologies, and for patients to take individual responsibility for healthy living/becoming involved in care planning/sharing their health data with professionals from different service organisations

Patients in control: Why people with long-term conditions must be empowered
McDonald, C 
Published by IPPR (Institute for Public Policy Research) , Sept 2014
Report (based on survey of 2500 people) argues that more recognition and support should be given to  people with long-term conditions and their carers.
Excerpt from IPPR website : Almost two-thirds of respondents (63 per cent) were satisfied with the day-to-day management of their conditions. Over three-quarters of respondents (77 per cent) said that more of their healthcare could and should be managed independently at home – but a lack of support and information was holding them back from doing so.  A named contact-person to handle telephone queries about any aspect of their care was by far the most popular response (75 per cent) in terms of help needed (this could reduce the number of times they saw their GP, went to hospital or used A&E services) The majority of respondents (70 per cent) also wanted better access to their medical records, and significant numbers said that coaching and support would be useful (61 and 58 per cent respectively).

A reflective framework to foster emotionally intelligent leadership in nursing
Heckmann, R,Schols, J, Halfens, R
Journal of Nursing Management, 2015, vol./is. 23/6(744-753)
Article based on a survey of 22 journal articles analysed qualitatively and from this three dimensions were identified:  1) the nurse leader as a ‘socio-cultural architect’, 2) as a ‘responsive carer’ and 3) as a ‘strategic visionary’. From this a reflective framework was created for practical application and as an aid to integration of emotional intelligence into day to day clinical practice.

Making time for learning-oriented leadership in multidisciplinary hospital management groups
Singer, S, Hayes, J and ,Gray, G and Kiang MV
Health Care Management Review, 2015, vol./is. 40/4(300-312)
Article looks at conditions that advance collective learning among groups of managers and professionals as opposed to front-line workers.  Qualitative data from 12 intact groups of managers were analysed to distinguish higher performing groups and lower performing groups and their respective behaviours.

Supporting band 5 practitioners in professional and leadership roles
Duffy, K.,Morrow, K
Nursing Standard, 2015, vol./is. 30/6(43-50)
Report of a study day run by NHS Lanarkshire as part of implementation of Scotland’s nursing and midwifery leadership development strategy, Leading Better Care (2008).

Patient experience shows little relationship with hospital quality management strategies
Groene, O, Onyebuchi, A A, Klazinga, N S
PLoS One, 2015, vol./is. 10/7 (PLoS One is an open access e-journal)
Cited to be “the largest study so far to assess the complex relationship between quality management strategies and patient experience with care” (quotation from abstract). Unfortunately hospitals in England were not included due to delays in ethical approval and recruitment, but data collected from hospitals in the Czech Republic, France, Germany, Poland, Portugal, Spain, and Turkey is analysed and presented.

A systematic review of barriers to optimal outpatient specialist services for individuals with prevalent chronic diseases : what are the unique and common barriers experienced by patients in high income countries?
Fradgley, E A., Paul, C L.,Bryant, J
International Journal for Equity in Health, 2015, vol./is. 14/52 (open access e-journal)
Article which includes some UK data identifies several themes with implications for health services: Theme 1: Patient demographic characteristics frequently create or exacerbate barriers, Theme 2: Common availability barriers (eg delays to receiving care and limited provider availability) exist at first point of contact with health services, Theme 3: Health service structure and organization (eg parking, appointment scheduling, appointment wait times) create common accommodation and accessibility barriers, Theme 4: Common patient barriers are reported as a result of poor coordination of care, Theme 5: Aspects of the patient-physician relationship can negatively impact the acceptability of care, Theme 6: Inadequate need assessment and referral practices are unique barriers experienced in relation to few chronic diseases, Theme 7: To provide more practice-ready evidence, barriers to outpatient specialist care should be described in additional detail, and Theme 8: This review found little evidence on barriers to non-oncology services

Patient involvement in patient safety : current experiences, insights from the wider literature, promising opportunities?
Sutton, E ,Eborall, H, and Martin, G
Public Management Review, 2015, vol./is. 17/1(72-89)

BMJ Quality Improvement Programme:  Recovery coaching in an acute older people rehabiliation ward
Kibble S et al
BMJ Qual Improv Report 2014; Vol 3, Issue 1
Associated post on Health Foundation website – Liberating voices to maximise patient partnership in acute care settings , Hampshire Hospitals NHS Trust

Stepping back and listening: staff experiences of using a coaching approach in an acute rehabilitation ward for older adults
Gray D et al
Qualitative Health Research, 2015 Oct 18. [Epub ahead of print]

 Survey Report : Resourcing and Talent Planning 2015
Chartered Institute of Personnel and Development (CIPD)
Published June 2015 
Forewords by Cooper J (Research Advisor, CIPD) and by Hays
Report covers and presents key findings in the following areas : resourcing and talent management in the current economy, attracting employees,  the recruitment process, Talent management spend,  retaining employees and cost of labour turnover.

Unlocking workplace skills, what is the role for employers?
Chartered Institute of Personnel and Development  (CIPD) Policy Report 
November 2015