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| NHS England Academy | |
|---|---|
| Name | NHS England Academy |
| Formation | 2019 |
| Type | Training and leadership development body |
| Headquarters | London |
| Region served | England |
| Parent organisation | NHS England |
NHS England Academy The NHS England Academy is a leadership and development body created to support clinical and managerial leaders across National Health Service (England), with links to professional bodies and academic institutions including University of Oxford, University of Cambridge, King's College London, Imperial College London and University College London. It delivers executive education alongside specialist programmes in partnership with organisations such as Health Education England, Care Quality Commission, NHS Improvement, Public Health England and NHS trusts including Guy's and St Thomas' NHS Foundation Trust, Royal Free London NHS Foundation Trust, Barts Health NHS Trust and Moorfields Eye Hospital NHS Foundation Trust. The Academy integrates models and curricula informed by works from Institute for Healthcare Improvement, Nuffield Trust, The King's Fund and international comparators like Boston Consulting Group, World Health Organization, Kaiser Permanente and Mayo Clinic.
The Academy was announced amid reforms shaped by documents such as the Five Year Forward View, the NHS Long Term Plan and recommendations from panels chaired by figures linked to Dame Donna Kinnair, Simon Stevens, Dame Ruth May and advisors with past roles at Department of Health and Social Care and Cabinet Office. Early design drew on leadership curricula from Harvard Business School, London School of Economics, IESE Business School and practice networks including Faculty of Medical Leadership and Management, Royal College of Physicians, Royal College of Nursing and General Medical Council. Its inception involved collaborative pilots with regional bodies such as NHS South West and integrated care systems exemplified by Greater Manchester Health and Social Care Partnership and NHS North West London Collaboration of Clinical Commissioning Groups.
The Academy's stated mission aligns with strategic priorities articulated by NHS England board members and executive leads, aiming to accelerate leadership capability referenced in reports from National Audit Office, House of Commons Health and Social Care Committee and think tanks like Health Foundation. Objectives include scaling leadership pipelines comparable to international programmes at Johns Hopkins Medicine, Stanford Medicine, Johns Hopkins Bloomberg School of Public Health and developing competencies promoted by Faculty of Public Health, Royal College of General Practitioners and British Medical Association. The Academy seeks to reduce unwarranted variation highlighted by Care Quality Commission inspections, contribute to workforce initiatives from NHS Employers and support system transformation in line with guidance from NICE.
Governance structures reference models used by NHS England and corporate partners including Nesta, Royal Society for Public Health and Institute for Government. Oversight involves non-executive chairs drawn from networks around National Institute for Health and Care Research, Public Health England alumni and senior leaders with affiliations to Oxford University Hospitals NHS Foundation Trust and University Hospitals Birmingham NHS Foundation Trust. Operational delivery is decentralised through hubs linked to academic partners such as University of Manchester, University of Edinburgh, University of Bristol and professional organisations including Chartered Management Institute and British Medical Association. Advisory groups include representatives from Care Quality Commission, Healthwatch England, Local Government Association, NHS Confederation and specialist colleges like Royal College of Surgeons.
Programmes encompass executive fellowships, immersive residencies, and modular courses co-designed with institutions like London School of Hygiene & Tropical Medicine, University of Warwick, University of Leeds, University of Glasgow and University of Southampton. Training topics draw on methodologies from Lean Six Sigma, Institute for Healthcare Improvement and leadership theory taught at INSEAD, Said Business School, Cass Business School and Judge Business School. Specialty streams are aligned with professional curricula from Royal College of Psychiatrists, Royal College of Paediatrics and Child Health, Royal College of Anaesthetists and workforce frameworks promoted by NHS England Chief Nursing Officer and Health Education England. Assessment uses validated tools referenced by British Psychological Society and evaluation frameworks from NIHR and Office for National Statistics workforce data.
The Academy operates through partnerships with higher education providers including University of Birmingham, Queen Mary University of London, Newcastle University, Cardiff University and University of Sheffield; with service partners such as Salford Royal NHS Foundation Trust, Leeds Teaching Hospitals NHS Trust, Cambridge University Hospitals NHS Foundation Trust and Oxford University Hospitals NHS Foundation Trust. Collaborative research and innovation links include National Institute for Health and Care Research, Academic Health Science Networks, Accelerated Access Collaborative, Medicines and Healthcare products Regulatory Agency and international collaborators like European Centre for Disease Prevention and Control and Organisation for Economic Co-operation and Development. Workforce diversity initiatives engage groups including Royal College of Midwives, Association of Anaesthetists, British Dental Association and stakeholders such as Local Government Association.
Funding sources reflect allocations from NHS England budgets, reconfiguration driven by spending reviews overseen by HM Treasury, grants administered alongside Health Education England and commissioned provision from academic partners including Wellcome Trust-supported projects and research grants from National Institute for Health and Care Research. Resource deployment follows procurement frameworks used by Crown Commercial Service with contracted suppliers including major management consultancies like McKinsey & Company, PwC, Deloitte, Ernst & Young and KPMG for specialist inputs. Capital and recurrent costs are reported in organisational accounts consistent with standards set by the National Audit Office.
Evaluation draws on outcome measures used by Care Quality Commission, workforce metrics from NHS Digital, and patient outcomes benchmarks referenced by NHS Outcomes Framework. Independent evaluations have been undertaken in collaboration with academic partners such as London School of Economics, University of Oxford and University of Manchester and by policy analysts linked to The King's Fund and Nuffield Trust. Impact areas include leadership pipeline metrics reported to Department of Health and Social Care, system transformation case studies from Integrated Care Systems and improvements in service performance at participating trusts such as Barts Health NHS Trust and Guy's and St Thomas' NHS Foundation Trust. Continuous quality improvement uses data from NHS Digital dashboards and research outputs presented at conferences like Royal Society of Medicine and Healthcare Leadership Academy events.