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“I want to make the world safer for my daughter, who is 15, so when she enters the workplace in a few years’ time, we will know she will feel safer." These heartfelt words from Sue Tranka, Chief Nursing Officer and Nurse Director at National Health Service (NHS) Wales, underscore the urgency to tackle gender-based violence in the workplace, particularly within the healthcare sector. Read how NHS Wales is tackling this issue and building trust and safety in the workplace: https://bit.ly/4gYPe8J --- Milena Selivanov Melanie Hyde Margrieta Langins Natasha Azzopardi Muscat

Back in 2019 when the then Government announced it would deliver ‘40 new hospitals by 2030', there was a degree of cynicism about how realistic the plan was, and whether many of the projects could really be classified as new builds. A leaked government 'playbook' - reported by Health Service Journal in 2021 - on how to describe the projects added to the concern. Over time, that cynicism has understandably increased and yesterday we saw what felt inevitable for many months - that the New Hospital Programme would need to be reset. The upshot from Wes Streeting's announcement to Parliament yesterday is that the remaining schemes in the programme that were waiting for the go ahead will be allocated to one of three 'wave' groups: ✔️ Wave 1 schemes are expected to begin construction between 2025 and 2030. These schemes include hospitals constructed primarily using RAAC, and have been prioritised as patient and staff safety is paramount. ✔️ Wave 2 schemes are expected to start between 2030 and 2035. ✔️ Wave 3 schemes are expected to start between 2035 and 2039. 📆 On the one hand, the revised timetable feels more realistic and credible and the government will now be held to account for delivering against it. We should also remember that it provided extra capital investment in the last #Budget But on the other hand, it cannot be underestimated how much of a blow this is to patients, NHS staff and those leaders who have had their projects delayed by years. They have to continue to make do in very difficult conditions. At NHS Confederation we've been hearing from many members over the last 24 hours who are deeply disappointed about the outcome. Their concerns fall into three categories: 1️⃣ Ongoing risks to patient safety. 2️⃣ The negative impact this will have on reducing waiting lists and improving productivity. 3️⃣ The ongoing costs of maintaining old buildings. One member says the delay will add up to £150m to the cost of their new hospital as they will have more years of propping up an old building. As Lord Darzi said in his government review of the #NHS , the NHS has been starved of capital in the last decade, with £37 billion of under-investment. We are left with many hospitals that have leaking pipes and collapsed roofs, and that's not to mention the huge impact on mental health, community and primary care estates. So, while the reset of the NHP was much needed, this is a huge setback to the sector and will have significant consequences across the country. It also again shows that our current approach to allocating scarce capital investment is grossly inefficient and in need of reform. To help restore the public and NHS staff confidence that will be damaged by this, the government needs to stick to the revised timetable and deliver on its commitments. NHS Confederation Acute Care Director Rory Deighton has been making these points on behalf of our members in the national media today, including on BBC News this morning.

A host of hospital building projects in England are being delayed with some having to wait up to 14 years before work starts, the government says. Health Secretary Wes Streeting said the plans - which formed part of a 2019 election promise by the Conservatives for 40 new hospitals by 2030 - were not affordable. Streeting said: "The programme we inherited was unfunded and undeliverable. "Not a single new hospital was built in the past five years, and there was no credible funding plan to build forty in the next five years. "Today we are setting out an honest, funded, and deliverable programme to rebuild our NHS." (Source: BBC News) Read the full BBC article below 👇🏾 #hospital #hospitals #nhs #nhstrust #healthcare #nhsestates #nurse #doctor #nhsmanagement #nhscapital #government #nhsfinance #publicfinance #publicsector #publicsectorfinance #hfma

Today we’re sharing more advice from our Transformation Consultant Jim O’Connell – on what NHS hospital trusts should consider when dealing with winter pressures. #NHS #winter #transformation

Our Healthcare Leads were reflecting recently on some of the work that P+HS Architects have delivered to improve facilities for Maternity Services. Having seen Maternity Services across the country struggling in recent years with outdated facilities and staff shortages it is good to highlight these positive stories from Sharon Cook demonstrating where good stakeholder engagement and intelligent design have transformed facilities for the better with Northumbria Healthcare NHS Foundation Trust, South Tyneside and Sunderland NHS Foundation Trust, and South Tees Hospitals NHS Foundation Trust. It’s not always the big budget schemes that make a difference either! Good design principles combined with clinical insight produce valuable outcomes across a range of project scales. #healthcare #design #maternity #enhancinglives

Finegreen are working with Oxford University Hospitals NHS Foundation Trust to appoint a Deputy Chief Estates and Facilities Officer - Capital. #NHSJobs #HealthcareJobs https://lnkd.in/eFYEKCwM

The first week of the year saw some intense pressure build up on NHS frontline services. An increase in respiratory related conditions, due to the cold weather, led to increased attendances and Acute Hospitals were at capacity. As always, our NHS colleagues continued to deliver care to the best of their abilities. There have been pockets of encouraging messages coming out from the government, notably an aim to shift performance by empowering staff and local teams, as opposed to just top-down management—a message we support. The question is, how? Under continued pressure and scrutiny, with plans for elective recovery taking precedent, whilst urgent & emergency care services continue to be hit, how can we empower the workforce to own and deliver change whilst re-building resilience in teams? The headspace is often the missing piece. The ideas and many of the answers exist amongst frontline staff, but they don't have the capacity to develop and deliver them. It's something we're dedicated to supporting and believe can be a crucial part of the solution. More on this coming in our new blog at the end of January at www.prismimprovement.com #NHS #Healthcare #FrontlineWorkers #HealthServices #Empowerment #ResilienceInHealthcare #PatientCare #HospitalCapacity

💰Budget VS 🧑⚕️Staffing This was the big topic when meeting with new and existing clients in Aged Care this week, and it’s something that almost each facility handled differently. I talk about my view on the matter and the impact on residents, as at the end of the day they are the priority. Another point I made with my clients is that Cranfield Healthcare have drastically reduced charge rates by 15-30% across the board. This was a business decision made by the Directors and I, to make an adjustment to the current market. Just by implementing this cost saving each week you can afford to remain well staffed without increasing your costs, or better yet, receive a high quality service and save on agency cost each week! Drop your thoughts below 👇 #residentialagedcare #agedcare #nursingjobs #cranfieldhealthcare #stephenreddy

Dissapointed to hear Streeting’s flippant remarks so early into his tenure as Secretary of State. Where are the solutions? Here are a few: - Get rid of large consultancies taking the lead on major systemic changes in regulation and healthcare. - Utilise the skill set of the very competent staff in the health and social care system to make the necessary changes. - Pay CQC staff in line with other regulators e.g. Ofsted. What do you think? #cqc #healthcare #nhs

🏥 180 year old buildings, failing power systems, and flooded operating theatres - this is the everyday reality for NHS trusts facing a 15 year wait for new hospitals. While some trusts have received confirmation of near-term development in this week's New Hospital Programme announcement, others face the sobering reality of managing critical healthcare services in crumbling infrastructure until the 2040s. Many of the largest and most complex hospital builds - often serving as major trauma centers and providing specialist care for high demand areas - have been placed in the final wave, creating particular challenges for these vital regional centers. Estates teams are already performing daily miracles to keep services running, while clinical teams deliver care in buildings that work against them rather than support them. While the timeline for new buildings may be extended, we believe fresh perspectives combined with practical experience can still help improve care delivery and working conditions for staff, even in these most challenging of environments. And with our senior team of former DHSC and NHS consultants at MH&A, we look forward to partnering with trusts to tackle these unprecedented challenges together. #NHSInfrastructure #HealthcareConsulting #NHSTransformation #HospitalBuilds #NHS #NHSFunding