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"10 High Impact Changes" presaged the NHS Institute for Innovation and Improvement style of publications - documents written to be accessible and useable for the NHS at large and the public, which gave shortcuts to the achievement of service improvement. It was naturally followed by a whole spate of spin-off documents - "10 High Impact Changes for Primary Care", "10 High Impact Changes in Mental Health", etc

The Competence and Curriculum Framework defines what an ECP is and what training they require. At present (July 08) the title is not a restricted title so anyone can, technically, use it; this is being taken through the long process to help it become a restricted title.
As this document is quite large the link to the document is here http://minney.org/Publications/SfH_ECP_88pp_CCFW.pdf

This was one of the defining reports for the Emergency Care Practitioner. Launched by Prof Sir George Alberti in October 2004, it explains what ECPs are (or can be), where they were at the time, how much they cost to develop and what the Return on Investment is (these two were my bits).

School Health - a vital topic. But how do you justify spend on school nurses, when their impact won't be felt for years? NHS Employers' Large Scale Workforce Change group commissioned me to train sites in development of an evaluation and benefits realisation methodology, and then to use it . .

As part of the wider project examining options for redesign of emergency and unscheduled care for NHS across London, I prepared the detailed modelling (workforce, financial, business change).

Before planning new projects, the National Governance Group needed to know what was currently happening. Reconfiguration in NHS meant that a lot of corporate memory had moved on or left, but I managed to identify 700+ projects and interview 41 stakeholders to identify both the current state of New Ways of Working and the support which would offer most value.
The baseline report and its conclusions were accepted and the examples, new and existing roles and workforce innovation tools are now being collated for sharing.

Workforce is the single biggest part of the healthcare budget, and it's tempting to impose draconian measures such as recruitment freezes. But what will actually work best to improve quality at the same time as reducing costs?

A PCT requested myself and a colleague to run a programme to redesign the process of booking patients in for community services eg long-term conditions management (it covered all services delivered in PCT buildings). Involving staff, stakeholders and service users revealed that the overall community service could be run more cost-effectively, and more appropriately for service users at the same time supporting healthcare staff, by devolving administration to the community buildings rather than centralising. The PCT was extremely pleased with the result.