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Tag Archives: Buddying
Acute Care Collaboration Vanguards: Thirteen New Hospitals Collaboration Vanguards (NHS England / NHS Improvement)
Summary The search for new models of care, as proposed in the NHS Five Year Forward View, has previously entailed four types of vanguards: Integrated Primary and Acute Care Systems (PACS): which involve local integration of GP, hospital, community and … Continue reading →
Posted in Acute Hospitals, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, Local Interest, Mental Health, National, NHS, NHS England, Quick Insights, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Accountable Clinical Networks, Accountable Clinical Networks for Cancer, Accountable Clinical Networks: Cheshire and Merseyside Women’s and Children Services, Accountable Clinical Networks: Developing ‘One NHS’ in Dorset, Accountable Clinical Networks: East Midlands Radiology Consortium (EMRAD), Accountable Clinical Networks: MERIT - Mental Health Alliance for Excellence Resilience Innovation and Training (West Midlands), Accountable Clinical Networks: Royal Marsden Manchester Cancer and UCLH, Accountable Clinical Networks: Working Together Partnership, Acute Care, Acute Care Collaboration (ACC) Vanguard Trust Buddying Schemes, Acute Care Collaboration (ACC) Vanguards, Acute Care Collaboration Vanguards, Acute Care Services, Acute Hospital Care, Acute Hospitals, Aintree University Hospital NHS Foundation Trust, Birmingham and Solihull, Birmingham and Solihull Mental Health NHS Foundation Trust, Black Country Partnership NHS Foundation Trust, Buddying, Buddying Schemes, Cancer Vanguards, Cheshire and Merseyside Women’s and Children Services (Maternity and Paediatrics Accountable Clinical Network), Christie NHS Foundation Trust, Clinical Networks, Collaboration, Collaborative Quality Improvement, Common Model for NHS Franchising, Coventry and Warwickshire Partnership NHS Trust, Dalton Review (2014), Dalton Review: New Options for Providers of NHS Care, Dartford and Gravesham NHS Trust (DGT), Delivery of Specialist Back-Office and Diagnostic Services Across Providers, Developing ‘One NHS’ in Dorset (Multispecialty), District General Hospitals, Dorset Clinical Services Review, Dorset County Hospital NHS Foundation Trust, Dudley and Walsall Mental Health Partnership NHS Trust, East Midlands, East Midlands Radiology Consortium: EMRAD (Radiology), Efficiency Savings, Exemplar Orthopaedic Services, Federations, Five Year Forward View (NHS England), Forward View Into Action, Forward View Into Action: New Care Models, Foundation Healthcare Group (Dartford and Gravesham), Franchises, Geographically Disperse Multi-Service Chains, Guy’s and St Thomas’ NHS Foundation Trust (GSTT), High-Performing Foundation Trusts, High-Performing Foundation Trusts (Buddying / Mentorship), High-Performing Foundation Trusts (Buddying / Mentorship): Guy’s and St Thomas’ NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Northumbria Healthcare NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Royal Free London NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Salford Royal NHS Foundation Trust, Hospital Chains, Hospital Chains and Specialty Chains, Hospital Franchises, Hospitals Collaboration Vanguards, Independent Cancer Taskforce, Integrated Care and Support, Integrated Care for Older People With Complex Needs, Integrated Care Systems, Integrated Commissioning, Integrated Commissioning Support, Jim Mackey: Chief Executive of NHS Improvement, Joint Ventures on Shared Services, Liverpool CCG, Manchester Cancer and UCLH (Cancer), Mental Health Vanguards, MERIT: Mental Health Alliance for Excellence Resilience Innovation and Training: West Midlands (Birmingham and Solihull) (Mental Health Accountable Clinical Network), Models of Care Across Organisational Boundaries, Moorfields (Ophthalmology Specialty Franchise), Moorfields Eye Hospital NHS Foundation Trust, Multihospital Chains, Multihospital Chains: Northumbria Foundation Group, Multihospital Chains: Royal Free London, Multihospital Chains: Salford and Wigan Foundation Chain, Multisite Specialty Franchises, Multisite Specialty Franchises: Dartford and Gravesham NHS Trust (DGT), Multisite Specialty Franchises: Moorfields, Multisite Specialty Franchises: National Orthopaedic Alliance, Multisite Specialty Franchises: Neuro Network (Walton Centre in Liverpool), National Orthopaedic Alliance (Orthopaedics Specialty Franchise), National Orthopaedic Alliance Vanguard, Networks, Networks and Alliances, Neuro Network (Walton Centre in Liverpool) (Neurology and Spinal Specialty Franchise), New Care Models, New Care Models Programme, New Care Models Programme: Urgent and Emergency Care (UEC) Vanguards, New Care Models: Support for Acute Care Collaboration (ACC) Vanguards, New Care Models: Vanguard Sites, New Models of Care, New Models of Care Vanguards, New Models of Service, New Ways of Working, NHS Cancer Taskforce, NHS Efficiency Challenge, NHS Efficiency Savings, NHS England Specialised Services Commissioning Team (North), NHS England's Five Year Forward View (2014), NHS England’s Cancer Taskforce, NHS England’s New Models of Care Programme, NHS Five Year Forward View (5YFV), NHS Forward View, NHS Foundation Groups, NHS Franchising, NHS Liverpool CCG, NHS Providers, NHS Warrington CCG, North Cumbria University Hospitals NHS Trust, Northumbria Foundation Group, Northumbria Healthcare NHS Foundation Trust, Nottingham University Hospitals NHS Trust, Poole Hospital NHS Foundation Trust, Radical Innovation, Redesigning Care Pathways, Redesigning Local Healthcare Systems, Redesigning Services, Regional Centres of Excellence, Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (Oswestry), Royal Bournemouth and Christchurch Hospitals NHS Foundation Trust, Royal Free London, Royal Liverpool and Broadgreen University Hospitals NHS Foundation Trust, Royal Marsden, Royal Marsden Manchester Cancer and UCLH, Royal Marsden NHS Foundation Trust, Royal National Orthopaedic Hospital NHS Trust (Stanmore), Royal Orthopaedic Hospital NHS Foundation Trust (Birmingham), Salford and Wigan Foundation Chain, Salford Royal NHS Foundation Trust, Salford Royal NHS Foundation Trust (SRFT), Samantha Jones: Director of New Models of Care at NHS England, Service Redesign, Service Redesign (Telehealth), Shared Learning and Practice, Shared Services, Sharing Clinicians Across Sites, Sharing Excellent Practice, Sharing of Learning, Simple Replicable Frameworks, Specialty Franchises, Sustainable Health and Care Services, UCLH: University College London Hospitals NHS Foundation Trust, University College London Hospitals (UCLH), Walton Centre NHS Foundation Trust, Warrington and Halton Hospitals NHS Foundation Trust, Warrington CCG, West Midlands, Working Together Partnership (South Yorkshire North Derbyshire and Mid Yorkshire) (Multispecialty), Working Together Partnership: Mid Yorkshire, Working Together Partnership: North Derbyshire, Working Together Partnership: South Yorkshire, Wrightington Wigan and Leigh NHS Foundation Trust, WWLFT: Wrightington Wigan and Leigh NHS Foundation Trust
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Annual Reviews of Avoidable Harm in Hospitals / Weekly NHS Reviews (BBC News / Department of Health)
Summary Health Secretary Jeremy Hunt has announced a programme of annual reviews into avoidable deaths in English hospitals. The plan is to improve patient safety and promote the culture of openness and honesty in the NHS. Full Text Link Reference … Continue reading →
Posted in Acute Hospitals, BBC News, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Management of Condition, National, NHS, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Accountability in Health and Social Care, Action Against Medical Accidents, Acute Care, Acute Hospital Care, Acute Hospitals, Alignment of Services Across Health and Social Care Sectors, Annual Reviews of Avoidable Harm in Hospitals, Avoidable Harm, Avoidable Hospital Mortality, Avoidable Mortality, Basildon and Thurrock University Hospitals NHS Foundation Trust, Bernard Jenkin: Chair of House of Commons Public Administration Select Committee, Buckinghamshire Healthcare NHS Trust, Buddying, Buddying Schemes, Burton Hospitals NHS Foundation Trust, Care in General Hospitals, Chief Medical Examiners, Clinical Incidents in the NHS, Colchester Hospital University NHS Foundation Trust, Commons Public Administration Select Committee (PASC), County Hospital Louth, Dame Julie Mellor: Parliamentary and Health Ombudsman Service, Deaths Associated with Hospitalisation, Delayed Discharges, Dr Foster, Dr Foster Intelligence, Dr Katherine Rake OBE, East Lancashire Hospitals NHS Trust, Eric Pickles: Communities Secretary, Former Health Secretary Jeremy Hunt, General Hospital Care, General Hospitals, General Medical Wards, George Eliot Hospital NHS Trust, Governance, Governance and Accountability, Grantham and District Hospital, Health and Social Care, Health and Social Care Integration, Health and Social Care Leaders, Hospital Standardised Mortality Ratios (HSMRs), House of Commons Public Administration Select Committee, House of Commons Public Administration Select Committee (PASC), Imperial College (Dr Foster Unit), Integration of Health and Social Care, Investigative Capacity for NHS Patient Safety, Joined-Up Care, Keogh Mortality Review, Keogh Review, Lincoln County Hospital, Medical Accidents, Medical Accidents: Investigation, Medway NHS Foundation Trust, Never Events, Never Events Data, NHS England's Sign Up to Safety Campaign, NHS Medical Accidents Investigation Unit (Proposal), NHS Trusts and Foundation Trusts in Special Measures: 18 Months On, North Cumbria University Hospitals NHS Trust, Northern Lincolnshire and Goole Hospitals NHS Foundation Trust, Northern Lincolnshire and Goole NHS Foundation Trust, Oliver Letwin: Cabinet Office Minister, Openness and Transparency, Openness. Transparency, Parliamentary and Health Service Ombudsman (PHSO), Patient and Public Participation, Patient Care, Patient Safety, Patient Satisfaction, Patient-Safety-Related Hospital Deaths in England, Pilgrim Hospital Boston, Preventable Hospital Deaths, Preventable Hospital Mortality, Proactive Weekly NHS Performance Reviews, Professor Nick Black, Providers, Public Administration Select Committee (PASC), Quality Improvement, Quality of Care, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Sherwood Forest Hospitals NHS Foundation Trust, Sign up to Safety, Sign Up to Safety Campaign, Simon Stevens: Chief Executive of NHS England, Sir Jeremy Heywood, Summary Hospital-level Mortality indicator (SHMI), Surgical Never Events, Tameside NHS Foundation Trust, Transitions Between Health and Social Care, Transparency and Accountability, Troubleshooting Reviews of NHS Performance, United Lincolnshire Hospitals NHS Trust, Weekly Ministerial-Level Troubleshooting Reviews of NHS Performance, Weekly NHS Reviews: De-Weaponising the NHS
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Simon Stevens: Five-Year Plan for NHS (BBC News / NHS England)
Summary Simon Stevens, Chief Executive of NHS England, has presented an important five-year view for the health service, presenting a new model for meeting increasing challenges on the NHS, with more integrated care, care closer to home and a greater … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Community Care, CQC: Care Quality Commission, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Education England (HEE), In the News, Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, Patient Care Pathway, Person-Centred Care, Public Health England, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged 2014 Future of Health Conference, Academic Health Science Centres (AHSCs), Academic Health Science Network Led Projects, Academic Health Science Networks, Academic Health Science Networks (AHSNs), Accelerating Innovation, Accountable Care Organisations (ACOs), Adult Social Care, Adult Social Care Provision (CQC), Adult Social Care Services, Ageing and Dementia, Ageing Population, Ageing Society, Aligned National NHS Leadership, Barriers and Facilitators to Participation, Barriers to Engagement, Barriers to Integration, Barriers to Involvement, Barriers to Joined-Up Care, Barriers to Older People Accessing Help and Support, BBC Health News, Benefits of Integrated Care, Better Care Fund (BCF), Bottom-Up NHS Reform, Buddying, Buddying Schemes, Cancer Drugs Fund, Cancer Services, Cancer Support, Cancer Targets, Cancer Treatment, Care Closer to Home, Care Closer to Home Project, Care in the Community, Care Quality Commission (CQC), Caregiver Support, Carer Support, Carer Support Services, Challenges of Reconfiguration, Co-Commissioning, Collaboration, Collaborative Care, Commissioning for Maximum Value, Commissioning for Outcomes, Commissioning for Transformation, Commissioning for Value, Community and Voluntary Sector, Community Empowerment, Community Engagement, Community Health Services, Community Hospitals, Community Pharmacies, Community Pharmacists, Community Service Volunteers, Community Volunteering, Complex Care, Complex Chronic Conditions, Complex Needs, Constrained Funding, Cost-Effectiveness, Cost-Effectiveness in Health Care, Cross-Boundary Care Pathway Redesign, Dementia Diagnosis and Care in England, Dementia Diagnosis Rates, Dementia-Friendly Communities, Demographic Changes, Demographic Time-Bomb, Demographics, Diffusion of Innovation, Early Access to Medicines Scheme, Efficiency Savings, Efficiency Savings: Diverting Resources to Front-Line Care, Empowering Patients, Encouraging Innovation, Engagement, Enhanced Health in Care Homes, Faster Diagnosis, Financial Constraints, Five Year Forward View (NHS England), Five Year NHS Plan, Forward View, Future Hospital Programme, Future of Health Conference, GP-Led Clinical Commissioning Groups, GP-Led Commissioning, GP-Led Service Developments, Hardnosed Reviews (Value For Money), Health and Social Care in the Community, Health and Social Care Integration, Health Information Technology, Health Volunteering, HEE: Health Education England, Hospital Chains, IAPT: Improving Access to Psychological Therapies, Improving Access to Mental Health Services by 2020, Improving Standards in Care Homes, Information Revolution, Information Technology, Integrated Care and Support, Integrated Care Services, Integrated Commissioning, Integrated Hospital and Primary Care Providers: Primary and Acute Care Systems, Integrated Out-of-Hospital Care, Integrated Out-of-Hospital Care: Multispecialty Community Providers, Integrated Personal Commissioning (IPC), Integrated Personal Commissioning and Person Centred Care, Integrated Services, Integration of Health and Social Care, Integration of Health and Social Care for Older People, Investment in Information Technology, Local Commissioning, Local Context, Local Empowerment, Local Flexibility, Local Leadership, Local Variations, Long-Term Conditions (LTCs), Luke O’Shea: NHS England’s Head of Integrated Personal Commissioning and Person Centred Care, Mental Health Care, Modern Maternity Services, Monitor, Multimorbidity, Multispecialty Community Providers, Multispecialty Community Providers (Integrated Out-of-Hospital Care), Multispecialty Community Providers (MCPs), National Information Board (NIB), National Institute of Health Research, National NHS Leadership, New Models of Care, NHS as a Social Movement, NHS Cancer Taskforce, NHS Challenges and New Solutions, NHS Community Health Services, NHS Community Pharmacies, NHS Efficiency Savings, NHS England (Formerly the NHS Commissioning Board), NHS England Five Year Forward View, NHS England's Five Year Forward View (2014), NHS England’s Realising the Value Programme for Patient and Community Empowerment (NHS England)., NHS Improving Quality, NHS Improving Quality (NHS IQ), NHS Improving Quality (NHSIQ), NHS Leadership, NHS Leadership Academy, NHS Mental Health Services, NHS Reform, NHS Spending, NHS TDA: NHS Trust Development Authority, NHS Test Bed Programme, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Development Authority (TDA), NHS Volunteers, Parity of Esteem, Patient Activation, Patient and Community Empowerment, Patient Empowerment, Patient Safety, Personalised Health and Care 2020, PHE: Public Health England, Post-Diagnosis Support, Post-Diagnostic Support, Post‐Diagnosis Support, Post‐Diagnostic Support, Preventative Care, Prevention, Preventive Care, Primary and Acute Care Systems, Primary and Acute Care Systems (Integrated Hospital and Primary Care Providers), Primary and Acute Care Systems (PACS), Primary Medical Services, Public Health England, RCP's Future Hospitals Model, Realising the Value, Realising the Value Programme, Redesigning Care Pathways, Redesigning Services, Resource Challenges, Self Management of Chronic Disease, Self-Care, Self-Help, Service Redesign, Simon Stevens: Chief Executive of NHS England, Single Point of Access (SPA), Single Point of Contact, Smaller Hospitals, Societal Challenges, South West London, South West London Elective Orthopaedic Centre, State of Care 2013/14 (CQC), Support for People with Complex Needs, Supporting Carers, Supporting Self-Care, Technology Enabled Care Services (TECS), Technology-Enabled Housing, Telemedicine, Telemonitoring, Test Beds Programme, Testbeds Programme, Thinking Like a Patient and Acting Like a Taxpayer, Transforming Urgent and Emergency Care Services, Urgent and Emergency Care Networks, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England, Viable Local Hospitals, Viable Smaller Hospitals, Volunteering, Volunteering in Health and Care, Volunteers: Part of Care Team
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Improvements for Patients at NHS Trusts in Special Measures (Monitor / CQC / NHSTDA)
Summary Monitor, the Care Quality Commission and the NHS Trust Development Authority have published a report on the progress made at the 11 trusts placed in special measures in July 2013. Practical measures resulting in significant changes include recruitment of extra staff, use of … Continue reading →
Posted in Acute Hospitals, CQC: Care Quality Commission, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), In the News, National, NHS, Person-Centred Care, Quick Insights, Standards, UK
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Tagged Acute Care, Acute Hospital Care, Acute Hospitals, Addenbrookes and the Rosie Hospitals, Addenbrookes Hospital, Avoidable Harm, Barts Health NHS Trust, Basildon and Thurrock University Hospitals NHS Foundation Trust, Buckinghamshire Healthcare NHS Trust, Buddying, Buddying Schemes, Burton Hospitals NHS Foundation Trust, Cambridge University Hospitals NHS Foundation Trust, Care in General Hospitals, Care Quality Commission, Care Quality Commission (CQC), Challenges of Reconfiguration, Chief Inspector of Hospitals, Colchester Hospital University NHS Foundation Trust, Corporate Self-Interest (Ahead of Patients), County Hospital Louth, CQC Report on Addenbrooke's and the Rosie Hospitals (2015), Deaths Associated with Hospitalisation, Dr Keith McNeil: Former Chief Executive of Cambridge University Hospitals Trust (Addenbrooke’s), East Lancashire Hospitals NHS Trust, EPIC IT System for Clinical Records (Addenbrooke’s), Epic's eHospital System, General Hospital Care, General Hospitals, General Medical Wards, George Eliot Hospital NHS Trust, Governance, Governance and Accountability, Grantham and District Hospital, Hospital Standardised Mortality Ratios (HSMRs), Keogh Mortality Review, Keogh Review, Lincoln County Hospital, Medical Director of NHS England: Professor Sir Bruce Keogh, Medway NHS Foundation Trust, Mid Staffordshire NHS Foundation Trust, Monitor, Monitor and TDA’s Quality Governance Framework, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Financial Deficits, NHS Trusts and Foundation Trusts in Special Measures: One Year On, North Cumbria University Hospitals NHS Trust, Northern Lincolnshire and Goole Hospitals NHS Foundation Trust, Northern Lincolnshire and Goole NHS Foundation Trust, Openness and Transparency, Openness. Transparency, Patient and Public Participation, Patient Care, Patient Experience, Patient Flows, Patient Safety, Patient Satisfaction, Pilgrim Hospital Boston, Preventable Hospital Mortality, Professor Sir Bruce Keogh, Professor Sir Mike Richards: Former Chief Inspector of Hospitals (CQC), Provider Regulation, Providers, Quality Improvement, Quality of Care, Sherwood Forest Hospitals NHS Foundation Trust, Special Measures: One Year On (Monitor), Stephen Hay: Managing Director of Provider Regulation at Monitor, Summary Hospital-level Mortality indicator (SHMI), Transparency and Accountability, United Lincolnshire Hospitals NHS Trust, Whipps Cross Hospital
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Dalton Review Concerning Options for Providers of NHS Care (Department of Health / King’s Fund / KPMG / NHS Improvement)
Summary Sir David Dalton’s independent review of possible new options for providers of NHS care remains open for comments until the August 31st 2014. Full Text Link Reference Dalton Review 2014: new options for providers of NHS care. London [Online]: … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, National, NHS, NHS Improvement, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Acute Trusts, Addressing the Challenges of Increased Scale: Hospital Mergers (NHS Improvement), Aldwych Partners, Aligning Roles and Pay Grades: Hospital Mergers (NHS Improvement), ARK Schools, Balancing Merger Implementation and Maintaining Core Activities: Hospital Mergers (NHS Improvement), Barriers to Integration, Benefits of Integrated Care, Buddying, Building External Stakeholder Support: Hospital Mergers (NHS Improvement), Care in General Hospitals, Care Integration, Care Providers, Cass Business School, Central Manchester University Hospitals NHS Foundation Trust, Changes in Senior Management and Delays to Merger Process: Hospital Mergers (NHS Improvement), Circle, Clear and Compelling Narrative About Merger Benefits For Patients: Hospital Mergers (NHS Improvement), Clinical Savings Through Hospital Mergers (NHS Improvement), Codification, Collaboration, Community Hospitals, Community-Based / Community-Embedded District General Hospitals, Corporate Leadership and Management, Corporate Overhead Savings Through Hospital Mergers (NHS Improvement), Creating and Embedding a Common Culture: Hospital Mergers (NHS Improvement), Culture, Dalton Review (2014), Dalton Review Expert Advisory Panel, Dalton Review: New Options for Providers of NHS Care, Delivering Financial Savings through Hospital Mergers (NHS Improvement), Developing a Compelling Narrative to Acquire Another Organisation: Hospital Mergers (NHS Improvement), District General Hospitals, Easier Recruitment and Better Retention of Staff: Hospital Mergers (NHS Improvement), East of England Ambulance Service NHS Trust, Effective Management Across Multiple Sites: Hospital Mergers (NHS Improvement), Embedding a Common Culture in Merged Organisation(s): Hospital Mergers (NHS Improvement), Engaging with Stakeholders: Hospital Mergers (NHS Improvement), Features of High-Performing Health Systems, Federations, Financial Sustainability in the NHS, Foundation Trust Mergers, Foundation Trust Network (FTN), Foundation Trusts, Future Organisational Models for NHS, Future Sustainability of NHS Trust, General Hospitals, Geographically Disperse Multi-Service Chains, Health and Social Care Providers, Healthcare Providers, Helios, Hospital Chains, Hospital Collaboration and Take-Overs in the NHS, Hospital Franchises, Hospital Mergers, Hospital Mergers (NHS Improvement): Benefits From Mergers, Hospital Mergers (NHS Improvement): Experiences of Healthcare Providers in Delivering Merger Objectives, Hospital Mergers (NHS Improvement): Factors Influencing Success of NHS Mergers, Hospital Mergers (NHS Improvement): Improvements NHS Providers Have Achieved Through Mergers, Hospital Mergers (NHS Improvement): Lessons and Recommendations, Hospital Mergers (NHS Improvement): Lessons From Recent NHS Mergers, Hospital Mergers (NHS Improvement): Literature Review, Hospital Mergers (NHS Improvement): Making Mergers Work, Hospital Mergers (NHS Improvement): Service Improvements and Savings Achieved by NHS Trusts and Foundation Trusts, Hospital Mergers: From Strategic Rationale to Cultural Integration, Hospital Partnerships, Hospital-Led Integrated Care, Improving Clinical Service Delivery Through Hospital Mergers (NHS Improvement), Integrated Care and Support, Integrated Commissioning, Integration, Integration of Health and Social Care, Integration of Health and Social Care for Older People, International Comparisons, Joint Ventures, KPMG LLP, Learning and Clinical Networks, Levels of Organisational Change, Locality Based Single or Multi-Site Trusts, M&A, Maintaining Momentum of Implementation While Protecting Core Activities: Hospital Mergers (NHS Improvement), Management Contracts, Mergers and Acquisitions, Mergers and Acquisitions (M&A) Between Acute and Foundation Trusts, Mergers in the NHS, Mid Staffordshire NHS Foundation Trust, Monitor, Netherlands, NHS Mergers, NHS Reform, NHS Reform in England, NHS Trust Development Authority, NHS Trust Development Authority (TDA), NHS Trust Mergers, NHS Trusts, Norwich Clinical Commissioning Group, Operational Franchises, Partnerships and Joint Ventures, Perspectives for Dalton Review, Preparing and Planning Improvements Through Mergers: Hospital Mergers (NHS Improvement), Providers, Realising Savings by Centralising the Procurement Function: Hospital Mergers (NHS Improvement), Realising Savings in Clinical Support Services: Hospital Mergers (NHS Improvement), Reorganising Services Across Sites to Improve Patient Outcomes: Hospital Mergers (NHS Improvement), Salford Royal Hospitals NHS Foundation Trust, Salisbury NHS Foundation Trust, Service Providers, Setting Realistic Timeframes for Delivering Change: Hospital Mergers (NHS Improvement), Sir David Dalton: Chief Executive of Salford Royal NHS Foundation Trust, South Essex Partnership University NHS Foundation Trust, South Essex Partnership University NHS Foundation Trust (SEPT), Standardisation, Standardising Clinical Processes to Improve Patient Outcomes: Hospital Mergers (NHS Improvement), Sustainability, Sustainable Health and Care Services, Tenet Healthcare Corporation, Trafford Healthcare NHS Trust, University Hospital of North Staffordshire, University Hospitals Birmingham NHS Foundation Trust, University Hospitals of North Midlands, University Hospitals of North Midlands (Previously University Hospital of North Staffordshire), Values, West Midlands Ambulance Service NHS Foundation Trust, Workforce Improvements Through Hospital Mergers (NHS Improvement)
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