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Research carried out by the Open University Business School (OUBS) has identified how clinical involvement in the leadership and governance of health services should be undertaken in practice. The sustained stream of research has had an impact on healthcare services at a national level, contributing to the work of an influential think-tank, influencing a Government task force and contributing to the guidance provided by the national NHS Leadership Academy. The latter has led to the collaborative development of a major continuing professional development (CPD) solution with a key management consultancy group. The research has also significantly impacted on management and governance of local healthcare trusts and has contributed to guidance by the healthcare regulator.
University of Glasgow research on service design, delivery, and performance in healthcare settings shaped strategies for integrating health and social care organisations in the, then newly formed, East Glasgow Community Health Care Partnership resulting in changes to the organisational development and partnership working practices. Additionally, the research contributed to intelligence and improved practices for ensuring patient safety in Lancaster Royal Infirmary. Through a series of workshops, targeted research communication and collaborative working on strategic planning, the research on service delivery and resilience in healthcare settings contributed to, and shaped developments of, Emergency Guidance and Business Continuity Planning prepared by NHS Scotland, the Scottish Government and NHS 24.
Research at Oxford has played a central role within the recent restructuring of the nursing workforce to improve healthcare quality in a context of growing service demands and tightening resource constraints. Much of this restructuring has been heavily dependent on the use of the Healthcare Assistant (HCA) role, provoking much controversy. Presented as a flexible, low cost resource, these HCA roles are also unregulated and therefore seen as a potential source of patient risk. Oxford researchers have fed into this debate across a number of projects, strengthening the evidence base on the nature and consequences of the HCA role. Examining the role from the perspective of different stakeholders, these projects have impacted on national, regional and local policy and practice centred on the management and use of HCAs. In so doing, the research has contributed to the development of a more productive and safer nursing workforce.
The University of Aberdeen's Business School has built a strong programme of research focussing on managing strategic change, particularly in the healthcare sector. Using a conceptual framework which explores the complex interplay between organisational context, content and process, the University has completed a number of studies looking into patient safety, quality and service redesign, four of which are described here. Because the work routinely involves health care stakeholders across the research pipeline, from articulation of the research problem, through to recommendations and the delivery of solutions, impact is wide-ranging, including changes in staff behaviours, improvements to safety, and significant financial savings.
Research by the University of Nottingham has played a leading role in developing national, international and industry guidance on practical approaches to tackling the problem of psychosocial risks in the workplace. The European Commission, the World Health Organisation, the Health and Safety Executive, major global corporations and small and medium-sized businesses have supported and adopted the frameworks and recommendations resulting from this work. In the UK alone the guidance is estimated to have contributed to a saving of almost £2bn over 10 years by helping to improve employees' health and so reducing the costs associated with work-related illness.
Maternity staff from hospitals in the UK and around the world have benefited from training to improve their communication and team-working skills in emergency situations. This has been achieved through input into a standard training manual now in wide use, and through the development of course content used in `train-the-trainer' sessions for consultant obstetricians, consultant anaesthetists and senior midwives who have in turn been able to train their colleagues. Research findings at UWE, Bristol, contributed to showing that clinically better results correlate with specific linguistic behaviours. The findings of the work made a direct contribution to this training content.
Research by the University of Southampton's Work Futures Research Centre has contributed significantly to the design of management change processes and policies across a range of organizations in the UK and internationally. The Centre's research has informed a new training and qualifications framework and improved programme performance for healthcare workforces involved in digital innovation; led to new recommendations for sustainable workplace design to enhance employee well-being and productivity promoted by the British Council of Offices as part of their evidence base on office re-design; and influenced the development of organizational and professional guidelines for gender equality at work.
UWE research has informed the implementation of HR policy to support front-line managers more effectively in their role as people managers in diverse organisations (e.g. Selfridges, the Royal United Hospital, Bath, and the MOD). This research has provided empirical evidence that front-line managers (such as team leaders) are critical to organisational effectiveness and makes recommendations on the supportive conditions necessary to improve their behaviour in people management. It has also directly influenced the policies and learning materials of the Chartered Institute of Personnel and Development, as well as advisory materials produced by ACAS, and a variety of public policy documents that have informed organisations' HR practice in supporting and developing front-line managers.
The emergency care team at Warwick Medical School has a strong track record of high-quality health sciences research encompassing evidence synthesis, health-services research and clinical trials. Our trials of a 03b2-agonist (salbutamol) in acute respiratory distress syndrome (ARDS) have influenced therapeutic recommendations in the International Sepsis Guidelines (2013), reducing the use of this potentially detrimental therapy. Our cardiac arrest research informed the 2010 international guidelines on cardiopulmonary resuscitation (CPR) led to the generation of new intellectual property, and prompted industrial collaborations to build new technologies, such as TrueCPRTM (2013). These have led to improved CPR practice and improved patient survival. Furthermore, our research has led to major policy changes and to a redesign of UK emergency healthcare, improving cost efficiency, the patient experience and clinical outcomes (e.g. 95% of patients were treated within 4 hours - up from 65%; and people leaving without been seen reduced to less than 5%).
Helicon Health is a UCL spin-out company providing a stroke prevention clinical management service (Helicon Heart) developed through UCL health informatics research. In partnership with Whittington Health, a large north London hospital, Helicon Heart provides stroke prevention management to 5 NHS Clinical Commissioning Groups (CCG) across north London and Hertfordshire, covering 2 Hospital Trusts, 30 General Practice delivery sites and 3 Community Pharmacies. The system underpins clinical care for 3,000 at-risk patients, and Helicon Health has secured additional contracts to extend this to 4,500 patients in 2014. Every prevented stroke saves the NHS £16,000 per annum; the estimated saving to each CCG is approximately £500,000 per annum, to which the Helicon Heart service makes a significant contribution.