000			03061cam a2200157 4500
001			NMDX5658
008			120401t2013 xxu||||| |||| 00| 0 eng d
080			_aWX 150 NCL
110			_aNHS Leadership Academy
245			_aThe healthy NHS board _bprinciples for good governance
260			_aLeeds _bForesight Partnership _c2013
500			_aMonograph
500			_a54 p.
520			_a<div><span style="font-size: 8pt;">In this edition, the fundamental principles for good governance originally described in ‘The Healthy NHS Board’ remain but have been enriched by a review of the considerable body of new research and guidance that has been published over the past three years. </span></div><div><span style="font-size: 8pt;">Wide-ranging health reform has produced a significantly changed organisational landscape and the guide also responds to these changes in organisational roles, relationships and accountabilities. Boards are leading NHS organisations in an enormously demanding environment. The long-predicted impact of demographic change and the substantial growth in long term conditions is now upon us. Severe constraints on resources and the drive to improve efficiency, whilst protecting quality, are a daily challenge for health and social care providers alike. NHS leaders are increasingly aware that high quality, safe, sustainable healthcare depends on boards and organisations that are capable of building and maintaining mature, sophisticated partnerships across a complex, multi-faceted local health and social care economy. And although we know that the boards and staff of most NHS organisations demonstrate daily their deep commitment to providing effective, safe, compassionate care, instances of appalling failure have provided very painful lessons and have undermined public trust. </span></div><div><span style="font-size: 8pt;"><br /></span></div><div><div><span style="font-size: 8pt;">The refreshed guide shines an even brighter light than previously on the critical role that the board plays in shaping and exemplifying an organisational culture that is open, accountable and compassionate and puts patients first. Crucially, it identifies a key role for the board to play in prioritising the development of a people strategy that truly hears, supports and nurtures all staff and enables and rewards a culture of innovation and improvement. Finally it offers new insights to boards as they ensure that the organisation builds transparent, accountable relationships and partnerships with patients and the public as well as with key partners and stakeholders. The value of robust, accountable, engaged and transparent governance has never been greater and we therefore warmly commend this resource to all boards as they seek to meet the challenges that lie ahead.</span></div></div>
856			_uhttp://www.leadershipacademy.nhs.uk/wp-content/uploads/2013/06/NHSLeadership-HealthyNHSBoard-2013.pdf
999			_c75313 _d75313