The Health Innovation Lab is all about collaboration and sharing. We are eager to share information on our field, furthering knowledge and participation.
Prof. Becky Malby, Professor of Health Systems Innovation, maintains a personal blog. Posts include:
- A Gentle Reminder: Primary Care Networks need robust General Practice.
- Social Prescribing Link Workers in the 10 year plan – who needs their help?
- How do Practices know how they are doing?
- Setting up a Team to Develop Primary Care
- Lessons from the London Darzi fellowship
- Does Clinical Leadership Make a Difference and how do you Develop Clinical Leaders?
- Primary Care & Scale. Who should we be collaborating with?
In late 2016, 44 geographical areas of England published Sustainability and Transformation Plans (STPs) setting out how health and care will be delivered within their local areas by 2021, to achieve the aims of the Five Year Forward View, to restore and maintain financial balance, and to deliver core access and quality standards for patients.
The report is not a commentary on whether there should be STPs but on how they are set up to deliver the level, pace and scale of change required.
This report critically reviews each of the 44 STPs in terms of how they stand as serious, coherent and achievable plans. Each was subject to the levels of rigorous appraisal you would expect for a set of NHS planning documents. The researchers were looking for clear expert evidence, how the plans matched population needs, the resources required, the key assumptions in the overall approach, and how local accountability operates across the footprint. Overall the report finds that the STPs are not ready for implementation, with the plans lacking a secure grounding in the current situation, and a robust evidence base to the changes proposed. Significant developments in the relationship between the NHS and Local Government are required and this will take time. The emphasis on reducing acute beds and A&E attendance will require local consultation. Legislative change is also required to free health and care from the constraints of the market to provide integrated quality care for local populations. Finally there is a significant funding shortfall, and a need for clear and robust workforce plans.
- The aims of this study are to:
- Generate clarity within the finance community of what constitutes innovation, and determine a language that participants can comfortably engage with
- Understand the nature of innovation in finance, and how it differs from other professional groups
- Identify what it takes for finance leaders to innovate individually as well as organisationally - particularly, what cultural issues are a feature across the NHS and what issues are particular to finance
- Identify what is needed in order for NHS finance teams to become more innovative, and whether the need varies depending on the nature and size of the organisation
Read the full paper (PDF File 770 KB)
This joint position paper between the National Institute for Health Research and LSBU summarises the results of an inquiry workshop with research, clinical and managerial leaders in June 2016. The inquiry focused on how to create a culture of innovation and research in complex systems.
For the purposes of this paper, ‘systems’ relate to health and social care systems organised around populations and places. For these systems it is not clear who leads the system, or how they differ in terms of capacity and culture, or how they address the issues of generating an innovation and research culture.
Innovation is a situated practice, balancing individual and collective capacities, best realised through network and collaborative relationships. There are significant challenges with moving from local innovation, where there is more tacit knowledge, to systems-wide innovation.
We considered the role of disruptive and incremental innovation in systems, and the underlying cultures that create readiness at policy, system and team levels.
Read the full paper (PDF File 139 KB).
This longitudinal study demonstrates that overall there is much evidence that the Darzi programme has practically and intuitively shown Fellows how to think first and then act differently for alternative outcomes. Fellows are much more proactive than reactive because of the programme. Many responses carried a central message of empowered, enlightened and highly skilled individuals who are actively and uniquely challenging the status quo. Thus, there is clear evidence that the Darzi programme has created a plethora of systems thinkers and doers, with a greater understanding of how to use data to bring about system change.
A picture emerged of often bold individuals with a determination to actively instigate change across London and beyond. There is evidence that many Fellows are emerging as leaders, acting as catalysts for sustainable change in the healthcare environment. By any reasonable measurement, the Darzi programme continues to be successful with learning and behavioural change sustained after the Fellowship year.
Read the Longitudinal Study (PDF File 1,025 KB).
This report was commission by Sir Thomas Hughes-Hallett, founder of HelpForce, in March 2017 to review the current evidence on the effectiveness, deployment and impact of volunteers in the NHS, to support the organisation’s work in maximizing the potential of volunteering in health and social care. This report’s remit was to pull together evidence to help answer the following questions:
- What volunteer / lay roles are effective in health and care?
- What do we know about the effective recruitment, management and deployment of volunteers (in any setting)?
- What evidence is there about the impact of volunteers in health and social care, within England health and social care organisations, and from voluntary sector initiatives working into health and social care?
Read the full report (PDF File 738 KB).
See more videos on healthcare networks.
Prof. Malby discusses the context for networks in health in the UK.
Equality and managing inequalities
Watch Prof. Malby talk on managing inequality through coproduction.
20 June 2019PRODUCT OF SOUTH BANK: LSBU Product Design Degree Show 2019 - Day One
21 June 2019PRODUCT OF SOUTH BANK: LSBU Product Design Degree Show 2019 - Day Two
22 June 2019PRODUCT OF SOUTH BANK: LSBU Product Design Degree Show 2019 - Day Three
26 June 2019Open borders in Europe: current challenges from migration and from terrorism … working towards solutions
26 June 2019'Citizenship, Nation-Building and Identity in the EU' - Book Launch and Reception
LSBU chancellor co-hosts local business gathering with Southwark Chamber of Commerce
10 May 2019
Chris Skidmore, Minister of State for Universities, visits LSBU’s School of Arts and Creative Industries
10 April 2019
LSBU Bus Venture Crawl 2019
28 March 2019
LSBU marks National Apprenticeship Week with celebratory event
12 March 2019
LSBU Journalism students to team up with innovative start-up Fighthoax
6 March 2019
LSBU Vice-Chancellor joins Educational Commission for Lifelong Learning
26 February 2019
London South Bank University welcomes Secretary of State for Education
13 February 2019
LSBU supports Southwark’s Business excellence awards 2019
13 February 2019
London South Bank first UK University to offer Digital Marketer Degree Apprenticeships
7 February 2019