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Tag Archives: Bureaucracy
Difficult Reflections on Certain Aspects of the NHS: Be Prepared to Look-Away Now (BBC News)
Summary You don’t want to know: Full Text Link Reference Gosport hospital deaths: prescribed painkillers ‘shortened 456 lives’. London: BBC Health News, June 20th 2018. You don’t want to know: Full Text Link Reference Triggle, N. (2018). Shipman, Bristol, Stafford, … Continue reading →
Posted in Universal Interest
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Tagged Accountability, Accountability and Transparency, Adults at Risk of Harm, Ageing in the UK, Ageing Population, Ageism, Attitudes to Ageing, Availability of Opioid Painkillers, Avoidable Harm, Avoidable Hospital Mortality, Avoidable Premature Mortality, Baker Report, BBC News Hampshire and Isle of Wight, BBC Panorama, BBC Panorama: Killed in Hospital, Bullying of Whistleblowers, Bureaucracy, Candour, Character Assassination of Whistleblowers, Closed Ranks Culture (Cover-Ups), Closed Ranks Culture (Denial), Closed Ranks Culture (Determination Not to Know), Closed Ranks Culture (Misplaced Loyalty), Closing Ranks, Collective Self-Interest (Ahead of Patients), Complaint Handling, Complaint Handling by Providers, Corporate Accountability, Corporate Self-Interest (Ahead of Patients), Culture and Leadership, Culture of Complacency, Culture of Delay and Denial, Defensive Culture, Diamorphine, Disregard for Human Life, Dr Katherine Sleeman: Cicely Saunders Institute at King's College London, Failings in Care in Hospitals, Faith-Shattering NHS Scandals, Former Minister of Care Services Norman Lamb, Freedom to Speak Up Report: Principle 3: Culture Free From Bullying, Fundamental Standards of Behaviour, Gosport Hospital Deaths: Timeline, Gosport Independent Panel, Gosport War Memorial Hospital, Gosport War Memorial Hospital: Report of the Gosport Independent Panel, Hampshire Constabulary, Harassment of Whistleblowers, Harms of Too Much Medicine, Hospital Mortality, House of Commons, In-Hospital Mortality, Inappropriate Prescribing, Inappropriate Prescribing of Painkillers, Institutionalised Determination Not to Know (Sir Brian Jarman: Allegation), Institutionalised Neglect, Institutionalised Unkindness, Matthew McClelland: Director of Fitness to Practise at Nursing and Midwifery Council, Negative Culture, NHS Corporate Self-Interest, NHS Managerial Self-Interest, Norman Lamb MP (Former Minister of State for Care and Support), Norman Lamb: Former Liberal Democrat Health Minister, Organisational Culture, Painkillers, Parliamentarians, Patient Harm, Patient Safety, Patient Safety Improvement, Peer Pressure, Postcode Lottery of Hospital Death Rates, Potentially Inappropriate Prescribing, Premature Mortality, Preventable Hospital Deaths, Preventable Hospital Mortality, Preventing Premature Mortality, Principles of Good Complaint Handling, Professor Richard Baker: Leicester University, Professor Sir Brian Jarman, Professor Sir John Strang: Director of National Addiction Centre at King's College London's Institute of Psychiatry Psychology and Neuroscience, Rachel Power: Chief Executive of Patients Association, Reducing Avoidable Premature Mortality, Reducing Premature Mortality, Right Reverend James Jones KBE: Chair of Gosport Independent Panel, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health and Social Care, Super-Strength Painkillers, Syringe Drivers: Opioid Delivery, Top-Down Managerial Culture, Treatment of Whistleblowers (Shoddy), Unnecessary In-Hospital Deaths, Unresponsive Culture, USA Opioid Epidemic, Values, Victimisation of Whistleblowers, Warning Signs, Whistlelowing, Willful Blindness
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Dementia Case-Finding in Hospitals: Qualitative Research Into Disparate Perceptions of Primary and Secondary Care Staff in England (BMJ Open)
Summary Hospitals in England have been conducting case-finding of people with dementia among older people, who were admitted on an unplanned basis, since 2012/13; although the methods to be used were undefined. A recent article investigates the views of staff … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Delirium, Diagnosis, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Access to Diagnostics and Secondary Care Advice, Access to Secondary Care, Acute Hospital Care, Acute Hospitals, Ageing and Dementia, Ageing and Society, Ageing Population, Barriers to Older People Accessing Help and Support, Barriers to Support, Bedfordshire, BMJ Open, BMJ Publishing Group Ltd, Bureaucracy, Bureaucracy and Burnout, Cambridge Institute of Public Health: University of Cambridge, Cambridgeshire, Case Finding, Case Finding for Patients with Dementia, Centre for Research in Public Health and Community Care: University of Hertfordshire, Dementia and Delirium, Dementia Care in Acute Settings, Dementia Care in General Hospitals, Dementia Care in the Acute Hospital, Dementia Case Finding, Dementia Case Finding Scheme, Dementia Case-Finding in Acute Hospitals in England, Dementia Diagnosis, Dementia Diagnosis Rates, Dementia Diagnosis Rates in England, Dementia in General Hospital Inpatients, Dementia-Friendly Hospitals, Dementia-Related Misdiagnosis, Diagnosis and Assessment, Diversion of Resources, Early Diagnosis, Early Screening, East of England, Essex, Faculty of Medicine and Health Sciences: University of East Anglia, False Positives, Family Doctors, Family Support, General Hospital Care, General Hospitals, GPs, Hertfordshire, Impact of the Quality of Dementia Care on Interface Between Primary and Secondary Care, Misdiagnosis, Mislabelling (Risk), Norfolk and Suffolk, Norwich Medical School: University of East Anglia, Post-Diagnosis Support, Post-Diagnostic Dementia Care And Support, Post-Diagnostic Support for People with Dementia, Potential Harms of Diagnosis, Primary / Secondary Care Interface, Primary and Secondary Care, Primary Care, Primary Care (GPs), Primary Care Factors in Unscheduled Secondary Care, Qualitative Research, Quality and Outcomes Framework (QOF) Dementia Registers, Quality Outcomes Framework (QOF), Quality Outcomes Framework (QOF): Recorded Dementia Diagnoses, Recorded Dementia Diagnoses, Referral and Assessment, School of Clinical Medicine: University of Cambridge, Screening, Screening for Cognitive Impairment, Screening for Cognitive Impairment in Older Adults, Screening for Dementia, Screening Programmes, Secondary Care, Support for People Living with Dementia and Their Carers, Target Culture, Target-Driven Behaviour, Target-Driven Priorities, Timely Diagnosis, UK National Screening Committee, UK National Screening Committee (UK NSC), University of Cambridge, University of East Anglia, University of Hertfordshire
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NHS Leadership Review (BBC News / Department of Health)
Summary Lord Rose, formerly of Marks & Spencer, was commissioned by the Secretary of State for Health to review leadership in the NHS. This controversial and independent report covers how to attract and develop capable leaders, whether from inside or … Continue reading →
Posted in BBC News, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Health Education England (HEE), In the News, National, NHS, Quick Insights, Standards, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Alan Foster: Chief Executive of North Tees and Hartlepool NHS Foundation Trust - Durham Darlington and Tees Hambleton Richmondshire and Whitby STP Footprint Lead, Allan Kitt: Chief Officer of South West Lincolnshire CCG - Lincolnshire STP Footprint Lead, Amanda Pritchard: Chief Executive of Guy’s and St Thomas’ NHS Foundation Trust - South East London STP Footprint Lead, Andy Hardy: Chief Executive of University Hospitals Coventry and Warwickshire NHS Trust - Coventry and Warwickshire STP Footprint Lead, Andy Williams: Accountable Officer of Sandwell West Birmingham CCG - Black Country STP Footprint Lead, Angela Pedder OBE: Chief Executive of Royal Devon and Exeter NHS Foundation Trust - Devon STP Footprint Lead, Balanced Scorecards, Balkanization of Trusts, BBC Health News, Better Regulation, Beverley Flowers: Accountable Officer of East and North Hertfordshire CCG - Hertfordshire and West Essex STP Footprint Lead, Burden Impact Assessment Template and Protocol (HSCIC), Bureaucracy, Bureaucracy and Burnout, Bureaucratic and Regulatory Burdens, Change Fatigue, Change Fatigue (Reforms), Coast Humber and Vale STP Footprint Lead, Consequences of the Francis Inquiry Report, Constant Fire-Fighting, Core Management Competencies, Cornwall and the Isles of Scilly STP Footprint Lead, Culture and Leadership, Culture of Visible Leadership, Dalton Review (2014), Dalton Review: New Options for Providers of NHS Care, David Pearson: Director of Adult Social Care of Nottinghamshire County Council - Nottinghamshire STP Footprint Lead, David Sloman: Chief Executive of Royal Free London NHS Foundation Trust - North Central London STP Footprint Lead, David Smith: Chief Executive of Oxfordshire CCG - Buckinghamshire Oxfordshire and Berkshire West STP Footprint Lead, Department of Health Culture, Deregulation, Dr Amanda Doyle OBE: Chief Clinical Officer of Blackpool CCG - Lancashire and South Cumbria STP Footprint Lead, Dr Anita Donley: Independent Chair for Mid and South Essex Success Regime - Mid and South Essex STP Footprint Lead, Dr Matthew Dolman: Chair of Somerset CCG - Somerset STP Footprint Lead, Dr Mohini Parmar: Chair of Ealing CCG - North West London STP Footprint Lead, Dr Neil Modha: Chief Clinical Officer of Cambridgeshire and Peterborough CCG - Cambridgeshire and Peterborough STP Footprint Lead, End to Silo Working, Feeding the Regulatory Beast, Future Leaders, Gary Thompson: Chief Officer of Southern Derbyshire CCG - Derbyshire STP Footprint Lead, Glenn Douglas: Chief Executive of Maidstone and Tunbridge Wells NHS Trust - Kent & Medway STP Footprint Lead, Healthcare Targets, Implications of the Francis Inquiry Report, Inspections and Bureaucracy, James Scott: Chief Executive of Royal United Hospitals Bath NHS Foundation Trust - Bath Swindon and Wiltshire STP Footprint Lead, Jane Milligan: Chief Officer of Tower Hamlets CCG - North East London STP Footprint Lead, John MacDonald: Chair of University Hospitals North Midlands NHS Trust - Staffordshire STP Footprint Lead, John Wardell: Accountable Officer of Nene CCG - Northamptonshire STP Footprint Lead, Julia Ross: Chief Executive of North West Surrey CCG - Surrey Heartlands STP Footprint Lead, Kathryn Magson: Chief Officer of Richmond CCG - South West London STP Footprint Lead, Lack of Stability Across the NHS (Alleged), Leadership, Leadership and Culture, Leadership Development, Leadership: Key to Change, Leading Constant Change, Learning Culture, Less Regulation, Local Strategic Oversight, Lord Rose Report into NHS Leadership, Lord Rose Report on Leadership in the NHS, Lord Rose Report: Better Leadership for Tomorrow, Louise Shepherd: Chief Executive of Alder Hey Children’s NHS Foundation Trust - Cheshire and Merseyside STP Footprint Lead, Management Environment, Management Support, Management Too Tactical (Lacks Strategic Thinking), Many and Varied Messages From Central Government (Alleged), Mark Adams: Chief Officer of Newcastle Gateshead CCG - Northumberland Tyne and Wear STP Footprint Lead, Mark Rogers: Chief Executive of Birmingham City Council - Birmingham and Solihull STP Footprint Lead, Marks and Spencer, Mary Hutton: Accountable Officer of Gloucestershire CCG - Gloucestershire STP Footprint Lead, Mentoring, Mentoring of Managers and Future Leaders, Merger of Oversight Bodies, Michael Wilson: Chief Executive of Surrey and Sussex Healthcare NHS Trust - Sussex and East Surrey STP Footprint Lead, NHS Culture, NHS Culture Change, NHS England's Five Year Forward View (2014), NHS Five Year Forward View (5YFV), NHS Leadership, NHS Leadership Academy, NHS Leadership Academy (NHS LA), NHS Leadership Academy Moved From NHS England to Health Education England, NHS Leadership Review, NHS Reform, NHS Reform in England, NHS Trust Financial Deficits, NHS Vision and Ethos, Nick Hulme: Chief Executive of Ipswich Hospital NHS Trust - Suffolk and North East Essex STP Footprint Lead, Norfolk and Waveney STP Footprint Lead, Open and Supportive Culture, Oversight, Oversight and Monitoring, Oversight Bodies Fragmented, Patient Safety, Pauline Philip: Chief Executive of Luton & Dunstable University Hospital NHS Foundation Trust - Milton Keynes of Bedfordshire and Luton STP Footprint Lead, Performance Management, Proactive Professional Regulation, Professional Regulation, Professional Standards Authority, Professional Standards Authority: Re-Thinking Regulation, Quality Control, Quality of Care, Re-Thinking Regulation: Deregulation Less Regulation and Better Regulation, Reduction in Bureaucracy, Reforming the NHS From Within: Beyond Hierarchy, Regulation of Professionals, Relationship Between Professional and System Regulation, Removing Regulatory Barriers, Repercussions From the Francis Inquiry Report, Rethinking Regulation, Richard Samuel: Chief Officer of Fareham and Gosport CCG of South Eastern Hampshire CCG - Hampshire and the Isle of Wight STP Footprint Lead, Right-Touch Principles, Right-Touch Regulation, Rob Webster: Chief Executive designate of South West Yorkshire Partnership NHS Foundation Trust - West Yorkshire STP Footprint Lead, Robert Woolley: Chief Executive of University Hospitals Bristol NHS Foundation Trust - Bristol North Somerset South Gloucestershire STP Footprint Lead, Sarah Dugan: Chief Executive of Worcestershire Health and Care NHS Trust - Herefordshire and Worcestershire STP Footprint Lead, Shaping Culture, Silo Working, Simon Wright: Chief Executive of Shrewsbury and Telford Hospital NHS Trust - Shropshire and Telford and Wrekin STP Footprint Lead, Single Service-Wide NHS Communication Strategy, Sir Andrew Cash OBE: Chief Executive of Sheffield Teaching Hospitals NHS Foundation Trust - South Yorkshire and Bassetlaw STP Footprint Lead, Sir Andrew Morris: Chief Executive of Frimley Health NHS Foundation Trust - Frimley Health STP Footprint Lead, Sir Howard Bernstein: Chief Executive of Manchester City Council - Greater Manchester STP Footprint Lead, Space to Lead, Staff Training, Stephen Eames: Chief Executive of North Cumbria University Hospitals NHS Trust - West North and East Cumbria STP Footprint Lead, STP Footprints, Sustainability and Transformation Leaders, Sustainability and Transformation Plans (STPs), Target Culture, Target-Driven Priorities, Targets and Performance Management, Tim Goodson: Chief Officer of Dorset CCG - Dorset STP Footprint Lead, Toby Sanders: Accountable Officer of West Leicestershire CCG - Leicester of Leicestershire and Rutland STP Footprint Lead, Training and Capacity-Building, Training and Competency, Training and Education, Training and Support, Understanding What Works, Values-Based Culture, Workforce Development, Workforce Training
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Government Consultation on Francis Freedom to Speak Up Report (Department of Health)
Summary The Government has launched a public consultation to assess recommendations from the Francis Freedom to Speak Up review, to support NHS staff in speaking up about poor care and patient safety. This open consultation allows staff, patients and the … Continue reading →
Posted in Acute Hospitals, Community Care, Department of Health, End of Life Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Local Interest, Management of Condition, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Accountability, Adversarial and Defensive Culture, Avoidable Harm, Behaviours to Enable Whistleblowing, Better Handling of Cases, Bureaucracy, Confidentiality Clauses, Continuous Improvement, Coordinated Regulatory Action, CQC Recognition of Well-Led Organisations, Culture Change, Culture Change in Health and Care, Culture Change in the NHS, Culture Change in the NHS: Lessons of Two Francis Inquiries, Culture Free From Bullying, Culture of Raising Concerns, Culture of Reflective Practice, Culture of Safety, Culture of Valuing Staff, Culture of Visible Leadership, Department of Health Consultations Coordinator, Department of Health's Professional Standards Team, Department of Health's Strategy and External Relations Directorate, Duty of Candour (DoC), End-User Experience, Extending Legal Protection, External Review, Fit and Proper Person Test, Fit and Proper Person’s Test, Fit and Proper Persons Requirement for Directors, FPPT: Fit and Proper Person Test, Francis Freedom to Speak Up Report, Freedom and Responsibility to Speak Up (Francis Review Whistleblowing), Freedom of Information Act 2000 (FOIA), Freedom to Speak Up Guardian, Freedom to Speak Up Guardians, Freedom to Speak Up Report, Freedom to Speak Up Report: Principle 10: Training, Freedom to Speak Up Report: Principle 11: Support, Freedom to Speak Up Report: Principle 12: Support to Find Alternative Employment in the NHS, Freedom to Speak Up Report: Principle 13: Transparency, Freedom to Speak Up Report: Principle 14: Accountability, Freedom to Speak Up Report: Principle 15: External Review, Freedom to Speak Up Report: Principle 16: Coordinated Regulatory Action, Freedom to Speak Up Report: Principle 17: Recognition of Organisations, Freedom to Speak Up Report: Principle 18: Students and Trainees, Freedom to Speak Up Report: Principle 19: Primary Care, Freedom to Speak Up Report: Principle 1: Culture of Safety, Freedom to Speak Up Report: Principle 20: Legal Protection, Freedom to Speak Up Report: Principle 2: Culture of Raising Concerns, Freedom to Speak Up Report: Principle 3: Culture Free From Bullying, Freedom to Speak Up Report: Principle 4: Culture of Visible Leadership, Freedom to Speak Up Report: Principle 5: Culture of Valuing Staff, Freedom to Speak Up Report: Principle 6: Culture of Reflective Practice, Freedom to Speak Up Report: Principle 7: Raising and Reporting Concerns, Freedom to Speak Up Report: Principle 8: Investigations, Freedom to Speak Up Report: Principle 9: Mediation and Dispute Resolution, Freedom To Speak Up Review (Sir Robert Francis QC), Freedom to Speak Up? (Whistleblowing Review), Healthcare Governance Systems, History of Raising Concerns: a Positive Characteristic in Potential Employees, Honesty, Implications of the Francis Inquiry Report, Incident Reporting, Independent National Officer, Independent National Officer (INO), Independent National Whistleblowing Officer, Independent Patient Safety Champion, Independent Staff Concerns Advocate, Inspections and Bureaucracy, Investigations, Leadership for Culture Change, Legal Protection, Lives Ruined by Poor Handling of Staff Raising Concerns, Local Risk Management Systems (LRMS), Maintaining High Professional Standards (MHPS), Measures to Support Good Practice, Mediation and Dispute Resolution, Mid Staffordshire NHS Foundation Trust, NHS Culture, Open and Honest Incident Reporting, Open Culture, Openness, Oversight and Monitoring, Parliamentary and Health Services Ombudsman, Patient Experience, Patient Safety, PIDA: Public Interest Disclosure Act, Professional Regulators and Complaints, Professional Standards, Programme to Identify Whistleblowers Who Have Suffered Detriment, Protected Disclosure, Public Concern at Work, Public Concern at Work (PCaW), Public Interest Disclosure Act 1998 (PIDA), Quality Accounts, Quality Governance, Quality Improvement, Raising and Reporting Concerns, Raising Concerns, Reduction in Bureaucracy, Reflective Practice, Regulation, Repercussions From the Francis Inquiry Report, Reporting Culture, Reporting Culture in the NHS, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Secretary of State for Health, Service User Experience, Sir Robert Francis QC, Strengthening Legislation, Structures to Enable Whistleblowing, Students and Trainees, Support to Find Alternative Employment in the NHS, Suspensions and Special Leave, System Regulators: Financial and Quality Regulators of NHS Services, Systems to Support Whistleblowing, Training, Training Bodies, Transparency, Vulnerable Groups, Well-Led (CQC Inspection Question), Well-Led Indicators (CQC), Whistleblowing, Whistleblowing in the NHS
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Statutory Duty of Candour Moves Closer (BBC News / Royal College of Surgeons)
Summary The review commissioned by the Government in the wake of the Francis Inquiry report has recommended that the NHS must be open and honest about mistakes. The report calls for a statutory duty of candour in the case of … Continue reading →
Posted in BBC News, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Social Workers (mostly), In the News, National, NHS, Patient Care Pathway, Quick Insights, RCN, Standards, UK, Universal Interest
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Tagged Action Against Medical Accidents, Audit Loop, Australian Commission of Safety and Quality in Health Care, Australian Open Disclosure Framework, Avoidable Harm, BBC Health News, Berwick Review of Patient Safety, Breach of Acceptable Practice, Bureaucracy, Candid Conversations: Treating Patients as Equals, Candour, Candour: Safety and Improvement, Care Quality Commission (CQC), Communicating With Patients About Medical Errors, Compassionate Care, Consequences of the Francis Inquiry Report, Culture Change, Culture of Candour, Culture of Zero-Harm, Excessive Regulatory Responses, Fear of Litigation, Fear of Professional Regulatory Consequences, Foundation Trust Network (FTN), Francis Inquiry, Harm, Harm Free Care, Improving Patient Safety, Incentivising Candour, Incident Disclosure, Incidents Errors and Near Misses, Learning From Mistakes, Mid Staffordshire NHS Foundation Trust, Misplaced Paternalism, Moderate Harm, National Reporting and Learning System (NRLS), NHS Culture, NHS Litigation Authority, NHS Litigation Authority (NHS LA), No Harm Culture, Open Culture, Openness, Openness and Transparency, Organisational Reputation, Patient Safety, Patient Safety Incidents, Post-Paternalist Age, Pressure Ulcers, Professional Standards Authority, Professor Norman Williams, Professor Norman Williams: President of Royal College of Surgeons, Prolonged Psychological Harm, Reduction in Bureaucracy, Repercussions From the Francis Inquiry Report, Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, Reporting Culture, Risk and Consent, Royal College of Nursing (RCN), Royal College of Surgeons, Royal College of Surgeons of England (RCSENG), Sir David Dalton: Salford Royal Hospital, Stafford Hospital, Statutory Duty of Candour, Threshold for Duty of Candour, Transparency, Transparency and Accountability, Violation, Wilful Neglect
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NHS Culture, Patient Safety and Care Quality (Lancaster University)
Summary This report from Lancaster University investigates culture and behaviour in the NHS. It asserts that there are times when the quality of care in the English NHS may be compromised by a lack of clearly defined goals, over-regulation, and … Continue reading →
Posted in Acute Hospitals, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), National, NHS, Patient Care Pathway, Quick Insights, Standards, UK, Universal Interest
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Tagged Absenteeism, Active Engagement, Annual Health Check (AHC), Aston Team Performance Inventory (ATPI), Aston University, Barriers and Facilitators to Participation, Barriers to Integration, Board Innovativeness, Bright Spots, Bullying, Bureaucracy, Care Quality, Civility, Compassion, Competitiveness, Cooperation, Cultural Leadership, Culture, Culture Change, Dark Spots, Definitional Morass, Department of Health Policy Research Programme, Discontinuities in Care, Engagement, Ethnographic Analysis, Francis Inquiry Report, Handover, Harassment, Hospital Mortality, Incentives, Incident Reporting, Initiatives, Innovative Leadership, Inter-Team Working, Lancaster University, Lancaster University Management School, Leadership, Leadership and Culture, Lean and Six Sigma, Listening into Action (LiA), NAPP (National Association for Patient Participation), National Association for Patient Participation, National Staff Survey and Acute Inpatient Survey, NHS Culture, NHS National Staff Survey Data, Organisational Culture and Climate, Over-Regulation, Overcoming Barriers, Patient and Public Involvement, Patient Experience, Patient Mortality, Patient Participation, Patient Safety, PDSA (Plan-Do-Study-Act) Cycles, Presenteeism, Priority Thickets, Quality, Quality and Safety in the NHS, Quality Improvement, Responsibility Cordons, Safety, Safety Express, Staff Engagement, Standards, Targets, Team Culture, Team Working, Teams, The Productive Ward, Tick Box Culture, Trust Boards, Trust Leadership, University of Aberdeen, University of Birmingham, University of Leicester, University of Sheffield, Variability in Courtesy Compassion and Caring, Variability in Management and Systems, Variability in Quality and Safety of Care, Work Pressure
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Minimum Standards for Healthcare Assistants: Certificate of Fundamental Care (BBC News)
Summary The Cavendish Review to ensure vulnerable patients are treated with dignity says healthcare assistants (HCAs) should need to comply with a universal training system and gain accreditation before they are allowed work unsupervised. This review was carried out after the Francis Inquiry to offer recommendations … Continue reading →
Posted in Acute Hospitals, BBC News, Community Care, For Carers (mostly), For Nurses and Therapists (mostly), For Social Workers (mostly), Health Education England (HEE), In the News, Management of Condition, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged 12-Hour Shifts (HCAs), Acute Hospital Care, Allowing HCAs to Use Title “Nursing Assistant", Appraisals, Apprenticeships, Axiological Inventory (Philosophical Study of Values), “Higher Certificate of Fundamental Care, Barchester Healthcare: Higher-Level Apprenticeship, BBC Health News, Belfast Health and Social Care Trust’s Band 3 Healthcare (Nursing) Support Worker Programme, Board Level Responsibility for the Recruitment Training and Management of HCAs, Bridging Programmes for Progression of HCAs and Support Workers into Nursing Programmes, Bridging Programmes: Progression of HCAs and Support Workers into Nursing Programmes, Bureaucracy, Camilla Cavendish, Capitated and Outcome-Based Incentivised Contracts (COBICS), Care for Vulnerable Older People, Care Homes, Care Quality Commission (CQC), Care Support, Career Ladder, Career Pathways for HCAs, Caring: a Career, Cavendish Review, Certificate of Fundamental Care, City and Guilds Diploma Level 2 in Clinical Healthcare Support (CHS), Clearer Simpler Job Titles, Coaching, Coaching and Mentoring, Commissioning Based on Outcomes, Commissioning by Results, Common Induction Standards (CIS), Compassionate Care, Consequences of the Francis Inquiry Report, Crew Resource Management (CRM) Training, Culture of Compassionate Care, Dementia Awareness, Directors of Nursing, Disconnected Landscape, Dismissal of Unsatisfactory Staff, Education, Education and Training, Education Outcomes Framework, Employers’ Lack of Faith in Qualifications, Enabling Compassionate Care in Acute Hospital Settings, Engagement and Support (HCAs), False Economy: Local Authority Home Care Contracts, False Economy: Long Shifts, False Economy: Not Paying Home Care Workers for Travel, Financial Constraints, First Line Managers, Foundations for Growth, General Hospital Care, Great Interactions (MacIntyre), Guy's and St Thomas' NHS Foundation Trust, Hartman Values Profile Tool, HC-One: Touch, HCAs, HCAs AfC Pay Bandings, HCAs as Part of Nursing Team: Not a Separate Tribe, HCAs: Voice of the Frontline, Healthcare Assistants, Healthcare Support Workers, Heart of England NHS Foundation Trust, HEE: Health Education England, High Attrition Rates (HCAs), Higher Apprenticeships (Skills for Care NMC and Skills for Health), Higher-Level Apprenticeship, Home Care Workers, Home Care Workers' Travel Time, Improving Accountability for Performance: Codes of Conduct, Institute of Vocational Learning: Buckinghamshire New University, Intelligent Kindness: More Than Basic Care, Intolerance of Poor Performance, Kings College London, Leadership, Local Education and Training Boards (LETBs), MacIntyre Profile, Macmillan Values Based Standard, Management of HCAs, Mid Staffordshire NHS Foundation Trust Inquiry, Minimum Standards for Healthcare Assistants, Minimum Training Standards for Healthcare Support Workers, Modernisation of the Nursing Workforce, Modernization of the Nursing Workforce: Valuing the Healthcare Assistant, Multi-Disciplinary Team (MDT), National Minimum Data Set for Social Care, National Minimum Data Set for Social Care: Skills for Care, National Minimum Training Standards for Healthcare Support Workers, National Minimum Wage, National Occupational Standards, National Skills Academy, NHS Career Framework, Nursing and Midwifery Council (NMC), Nursing Assistant: Title, Nursing Auxiliaries, Office of Qualifications and Examinations regulation (Ofqual), Outcomes-Based Commissioning, Overly Generous Appraisals, Paperwork, Patient Advisory Liaison Service (PALS), Patient Care, Patient Safety, Patient Safety and Service Quality Centre (PSSQ), Patients First and Foremost, Paying Home Care Workers for Travel, Payment of Travel Time, Performance Management, Personal Development Plans, Positive Appraisals, Positive Culture, Priory Group, Professional Silos, Professional Standards Authority for Health and Social Care, Professional Standards Authority for Health and Social Care (PSA), Progression of HCAs and Support Workers into Nursing Programmes, Protecting Vulnerable People, QCF: Qualifications and Credit Framework, Qualifications, Qualifications and Credit Framework, Queen Alexandra Royal Army Nursing Corps (QARANC), Queen Elizabeth Hospital in Birmingham: HCAs Called Nursing Auxiliaries, Reactions to the Francis Inquiry Report, Recruiting for Values (Caring), Recruitment, Recruitment of HCAs, Recruitment Training and Management of HCAs, Reduction in Bureaucracy, Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, Residential Care Homes, Salford Royal NHS Foundation Trust, Shared Responsibility, Skills for Care, Skills for Care National Minimum Data Set for Social Care (NMDS-SC), Social Care Support Workers, St Christopher’s Hospice, Staff Motivation, Staff Retention, Staff Sickies, Staff Training, Staffing Levels, Status of Caring in Health and Social Care, Supervising and Leading HCAs, Supervision, Supervision and Support, Support (Getting the Best Out of People), Support Workers in Social Care, Team-Building, Teambuilding, Tick Box Culture, Tick Sheets, Time to Care, Training, Transferable Role Templates, Transferable Role Templates (TRTs), Transferable Skills, Turnover, UK Home Care Association, UKHCA Commissioning Survey: Care is not a Commodity, Under Performers, Underappreciated, Underpaid, University Hospital Birmingham (UHB) NHS Foundation Trust, University Hospitals Birmingham NHS Foundation Trust, Valuing the Healthcare Assistant, Virtual Interactive Teaching and Learning (VITAL), Voluntary Register(s) for Healthcare Support Workers, Vulnerable Adults, Vulnerable Older People, Widening Participation, Widening Participation in Healthcare, Widening Participation into Pre-registration Nursing Programmes, Wiltshire Council, Workforce Training, York Hospitals NHS Foundation Trust, Zero-Hours Contracts
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About the £260m Hospital Safety Technology Fund (NHS England)
Summary A £260 million technology fund has been introduced, to make the NHS safer. “The Secretary of State for Health, Professor Sir Bruce Keogh and [the Chief Nursing Officer] have launched a £260 million Technology Fund to enable doctors and nurses to … Continue reading →
Posted in Acute Hospitals, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), In the News, Integrated Care, Management of Condition, National, NHS, NHS Confederation, NHS England, Patient Care Pathway, Person-Centred Care, Proposed for Next Newsletter, Quick Insights, Standards, UK, Universal Interest
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Tagged Academy of Medical Royal Colleges Record Keeping Standards and Core Data Model, Acute Care, Acute Hospital Care, Acute Hospitals, Addenbrookes and the Rosie Hospitals, Addenbrookes Hospital, Aintree University Hospitals NHS Foundation Trust, Airedale NHS Foundation Trust, Alder Hey Children’s NHS Foundation Trust, Approved Cryptographic Standard, Ashford and St Peter's Hospitals NHS Foundation Trust, Australia’s Department for Health and Ageing, Automatic Identification and Data Capture (AIDC), Barking Havering and Redbridge University Hospitals NHS Trust, Barnet and Chase Farm Hospitals NHS Trust, Barnsley Hospital NHS Foundation Trust, Barts Health NHS Trust, Basildon and Thurrock University Hospitals NHS Foundation Trust, Bedford Hospital NHS Trust, Birmingham Children’s Hospital NHS Foundation Trust, Birmingham Women's NHS Foundation Trust, Blackpool Teaching Hospitals NHS Foundation Trust, Bolton NHS Foundation Trust, Bradford Teaching Hospitals NHS Foundation Trust, Brighton and Sussex University Hospitals NHS Trust, Buckinghamshire Healthcare NHS Trust, Bureaucracy, Burton Hospitals NHS Foundation Trust, Calderdale and Huddersfield NHS Foundation Trust, Cambridge University Hospitals, Cambridge University Hospitals NHS Foundation Trust, Care in General Hospitals, CDA: Clinical Document Architecture, CDMI Ranking Table, Central Manchester University Hospitals NHS Foundation Trust, Chelsea and Westminster Hospital NHS Foundation Trust, Chesterfield Royal Hospital NHS Foundation Trust, Chief Clinical Information Officers (CCIOs), Chief Information Officer (CIO), Chief Nursing Officer (CNO), Chief Nursing Officer for England (CNO), City Hospitals Sunderland NHS Foundation Trust, Clatterbridge Cancer Centre NHS Foundation Trust, Clinical Digital Maturity Index, Clinical Digital Maturity Index (CDMI), Clinical Leadership, Clinically Led Change, Colchester Hospital University NHS Foundation Trust, Common Information Practices, Communities of Practice, Countess of Chester Hospital NHS Foundation Trust, County Durham and Darlington NHS Foundation Trust, Croydon Health Services NHS Trust, Dartford and Gravesham NHS Trust, Data Sharing, Data Storage and Indexing, Derby Hospitals NHS Foundation Trust, Digital Capability, Digital Data Capture, Doncaster and Bassetlaw Hospitals NHS Foundation Trust, Dorset County Hospital NHS Foundation Trust, Dudley Group NHS Foundation Trust, E-Health Insider, e-Prescribing, e-referral, e-Referral Sytems, Ealing Hospital NHS Trust, East and North Hertfordshire NHS Trust, East Kent Hospitals University NHS Foundation Trust, East Lancashire Hospitals NHS Trust, East Sussex Healthcare NHS Trust, EHI Intelligence, Electronic Health Records, Electronic Medical Record Exchange (EMRX), Electronic Patient Record (EPR), Electronic Patient Record Systems, Electronic Patient Records: NHS, Epic's eHospital System, Epsom and St Helier University Hospitals NHS Trust, Estates Return Information Collection (ERIC), Everyone Counts, Francis Inquiry Report, Frimley Park Hospital NHS Foundation Trust, Gateshead Health NHS Foundation Trust, General Hospitals, George Eliot Hospital NHS Trust, Gloucestershire Hospitals NHS Foundation Trust, Great Ormond Street Hospital For Children NHS Foundation Trust, Great Western Hospitals NHS Foundation Trust, Guy's and St Thomas' NHS Foundation Trust, Hampshire Hospitals NHS Foundation Trust, Harrogate and District NHS Foundation Trust, Hartlepool NHS Foundation Trust, Health Informatics, Health Informatics in the UK, Heart of England NHS Foundation Trust, Heatherwood and Wexham Park Hospitals NHS Foundation Trust, Hillingdon Hospitals NHS Foundation Trust, Hinchingbrooke Health Care NHS Trust, Homerton University Hospital NHS Foundation Trust, Hospital Safety Technology Fund, Hull and East Yorkshire Hospitals NHS Trust, Imperial College Healthcare NHS Trust, Implications of the Francis Inquiry Report, Increasing the Value of Information, Informatics, Informatics Services Commissioning Group (ISCG), Information Governance, Information Sharing, Information Sharing in Singapore, Integrated Digital Care Records (IDCRs), Integration, Ipswich Hospital NHS Trust, ISB is the Information Standards Board, James Paget University Hospitals NHS Foundation Trust, Jane Cummings: Chief Nursing Officer for England, Kettering General Hospital NHS Foundation Trust, King's College Hospital NHS Foundation Trust, Kingston Hospital NHS Foundation Trust, Lancashire Teaching Hospitals NHS Foundation Trust, Leeds Teaching Hospitals NHS Trust, Lewisham and Greenwich NHS Trust, Liverpool Heart and Chest Hospital NHS Foundation Trust, Liverpool Women’s NHS Foundation Trust, Luton and Dunstable Hospital NHS Foundation Trust, Maidstone and Tunbridge Wells NHS Trust, Medway NHS Foundation Trust, Mid Cheshire Hospitals NHS Foundation Trust, Mid Essex Hospital Services NHS Trust, Mid Staffordshire NHS Foundation Trust, Mid Yorkshire Hospitals NHS Trust, Milton Keynes Hospital NHS Foundation Trust, Moorfields Eye Hospital NHS Foundation Trust, Newcastle upon Tyne Hospitals NHS Foundation Trust, NHS Confederation Review of Bureaucratic Burdens, NHS Data Dictionary, NHS Data Model and Dictionary, NHS VistA, Norfolk and Norwich University Hospitals NHS Foundation Trust, North Bristol NHS Trust, North Cumbria University Hospitals NHS Trust, North Middlesex University Hospital NHS Trust, North West London Hospitals NHS Trust, Northampton General Hospital NHS Trust, Northern Devon Healthcare NHS Trust, Northern Lincolnshire and Goole Hospitals NHS Foundation Trust, Northumbria Healthcare NHS Foundation Trust, Nottingham University Hospitals NHS Trust, ODS: Organisational Data Service (formerly NACS), OPCS Classification of Interventions and Procedures OPCS4, Open APIs, Oxford University Hospitals NHS Trust, Paperless Systems, Papworth Hospital NHS Foundation Trust, Patient Access to Records, Patient Care, Patient Identity, Patient Safety, Pennine Acute Hospitals NHS Trust, Peterborough and Stamford Hospitals NHS Foundation Trust, Plymouth Hospitals NHS Trust, Poole Hospital NHS Foundation Trust, Portsmouth Hospitals NHS Trust, Princess Alexandra Hospital NHS Trust, Principles of Integration, Professional Records Standards Body (PRSB), Professor Sir Bruce Keogh, Programme Advisory Group (PAG), Putting Patients First, Queen Elizabeth Hospital King's Lynn NHS Foundation Trust, Queen Victoria Hospital NHS Foundation Trust, Reduction in Bureaucracy, Robert Jones and Agnes Hunt Orthopaedic and District Hospital NHS Trust, Rotherham NHS Foundation Trust, Royal Berkshire NHS Foundation Trust, Royal Bournemouth and Christchurch Hospitals NHS Foundation Trust, Royal Brompton and Harefield NHS Foundation Trust, Royal Cornwall Hospitals NHS Trust, Royal Devon and Exeter NHS Foundation Trust, Royal Free London NHS Foundation Trust, Royal Liverpool and Broadgreen University Hospitals NHS Trust, Royal Marsden NHS Foundation Trust, Royal National Hospital for Rheumatic Diseases NHS Foundation Trust, Royal National Orthopaedic Hospital NHS Trust, Royal Orthopaedic Hospital NHS Foundation Trust, Royal Surrey County Hospital NHS Foundation Trust, Royal United Hospital Bath NHS Trust, Royal Wolverhampton Hospitals NHS Trust, Safer Hospitals, Safer Hospitals Safer Wards Technology Fund, Safer Wards Technology Fund, Salford Royal NHS Foundation Trust, Salisbury NHS Foundation Trust, Sandwell and West Birmingham Hospitals NHS Trust, Secretary of State for Health, Shared Data, Sheffield Children's NHS Foundation Trust, Sheffield Teaching Hospitals NHS Foundation Trust, Sherwood Forest Hospitals NHS Foundation Trust, Shrewsbury and Telford Hospital NHS Trust, SNOMED CT: Systematized Nomenclature of Medicine Clinical Terms, South Devon Healthcare NHS Foundation Trust, South London Healthcare NHS Trust (Dissolved), South Tees Hospitals NHS Foundation Trust, South Tyneside NHS Foundation Trust, South Warwickshire NHS Foundation Trust, Southend University Hospital NHS Foundation Trust, Southport and Ormskirk Hospital NHS Trust, St George's Healthcare NHS Trust, St Helens and Knowsley Teaching Hospitals NHS Trust, Stockport NHS Foundation Trust, Strategic Systems and Technology, Summary Care Record (SCR), Surrey and Sussex Healthcare NHS Trust, Tameside Hospital NHS Foundation Trust, Taunton and Somerset NHS Foundation Trust, Technology Fund (NHS), Technology Stack, The Unified Code for Units of Measure, Transport Layer Security (TLS), UCUM, United Lincolnshire Hospitals NHS Trust, Units of Measure, University College London Hospitals NHS Foundation Trust, University Hospital Birmingham NHS Foundation Trust, University Hospital of North Staffordshire NHS Trust, University Hospital of South Manchester NHS Foundation Trust, University Hospital Southampton NHS Foundation Trust, University Hospitals Coventry and Warwickshire NHS Trust, University Hospitals of Bristol NHS Foundation Trust, University Hospitals of Leicester NHS Trust, University Hospitals of Morecambe Bay NHS Foundation Trust, Walsall Healthcare NHS Trust, Walton Centre NHS Foundation Trust, Warrington and Halton Hospitals NHS Foundation Trust, West Hertfordshire Hospitals NHS Trust, West Middlesex University Hospital NHS Trust, West Suffolk NHS Foundation Trust, Western Sussex Hospitals NHS Foundation Trust, Weston Area Health NHS Trust, Whittington Health, Wirral University Teaching Hospital NHS Foundation Trust, Worcestershire Acute Hospitals NHS Trust, Wrightington Wigan and Leigh NHS Foundation Trust, Wye Valley NHS Trust, Yeovil District Hospital NHS Foundation Trust, York Teaching Hospital NHS Foundation Trust
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Emergency Services and Emergency Care: NHS Needs to Simplify Urgent Care (BBC News)
Summary A review of emergency services and emergency care, led by NHS medical director Sir Bruce Keogh, has recommended that the NHS in England needs a simpler and more coordinated system of round-the-clock urgent and emergency care. The review has identified that many patients … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Social Workers (mostly), In the News, Integrated Care, National, NHS, NHS England, Nuffield Trust, Patient Care Pathway, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged BBC Health News, Bed Occupancy, Bureaucracy, Coordinated Care, Coordination, Delayed Transfers of Care, Department of Primary Care and Public Health: Imperial College London, Efficiency, Emergency Admissions, Emergency Attendances, Emergency Bed Use, Emergency Care, Emergency Departments, Emergency Readmissions, Emergency Services, Evidence Base from the Urgent and Emergency Care Review, Failing Hospitals, Failure, Foundation Trust Network, General and Acute Beds, Hospital Beds, Hospital Emergency Departments, Imperial College London, Inpatient Beds, Integrated and Community-Based Care, Integrated Home and Community Care Services, Integration, Integration of Primary Secondary and Community Care, Local Involvement Networks, Medical Director of NHS England: Professor Sir Bruce Keogh, NHS and Social Care Spending, NHS Direct and NHS 111, NHS England Local Offices, NHS England Regional Offices, NHS Headcount, NHS Reform, NHS Workforce, Nicholson Challenge, Poor Coordination, Poor Efficiency, Preventable Hospital Admissions, Reduction in Bureaucracy, Reform, Sir David Nicholson, Spending on Health Services, Spending on Independent Providers, The Guardian, Unplanned Hospital Admissions, Urgent and Emergency Care Networks, Urgent and Emergency Care Review: Evidence Base Engagement Document, Urgent and Emergency Care Services in England, Waiting Times, Whole System Integration, Whole System Patient Flows, Whole Systems Approach, Whole Systems Design, Whole Systems Redesign
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Patients First and Foremost: Government Response to the Mid Staffordshire NHS Public Inquiry Report (Department of Health)
Summary The government’s official response to the Francis Inquiry report, entitled “Patients first and foremost” was published today. It defines the Department of Health‘s commitment and action plan for the health and care system. The main recommendations / resolutions include: Ofsted-style ratings for hospitals … 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), In the News, Management of Condition, National, NHS, NHS Confederation, Patient Care Pathway, Person-Centred Care, Practical Advice, Quick Insights, Standards, UK, Universal Interest
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Tagged Accountability, Acute Care, Acute Hospitals, Allied Health Professionals (AHPs), Ban on Clauses Intended to Prevent Public Interest Disclosures, Barbara’s Story: Increasing Awareness of Dementia, Barring System, Barring System for Healthcare Assistants, Berwick Review, Blame Culture, Burdett Trust, Bureaucracy, Candour, Care, Care Assistants, Care in General Hospitals, Care Quality Commission (CQC), Chief Inspector of Social Care, Clinically-Led Commissioning, Code of Conduct and Minimum Training for Health and Care Assistants, Commissioning for Quality and Innovation (CQUIN) Indicators, Commitment, Communication, Compassion, Competence, Contractual Duty of Candour, Courage, CQUINs, Creating Time to Care, Creating Time to Lead, Criminal Sanctions, Cultural Care Barometer, Culture, Culture Change, Delivering Dignity, Detecting Problems Quickly, Dignity, Dignity and Respect, Disclosure and Barring Service (DBS), Everyone Counts, Expert Inspectors, Foundation Trust Status, Foundation Trust Status Distractions, Francis Inquiry, Francis Inquiry Report: Executive Summary, Francis Report, Friends and Family Test (NHS), Fundamental Standards, Gagging Clause Culture, Gagging Orders, Gaming the System, General Hospitals, General Medical Council, Health and Social Care Act (2012), Health and Social Care Information Centre (HSCIC), Healthcare Assistants, Healthwatch, Healthwatch England, House of Commons Library, Human Rights and Nursing, Increasing Awareness of Dementia, Independent Chief Inspector of Hospitals, Informatics Services Commissioning Group (ISCG), Leadership, Leadership in the NHS, Local HealthWatch, Mandate to the NHS Commissioning Board, Measuring Culture, Mid Staffordshire NHS Foundation Trust, Mid Staffordshire NHS Foundation Trust Inquiry, Mid-Staffordshire NHS Trust, NHS Confederation Review of Bureaucratic Burdens, NHS Constitution, NHS Constitution and Whistleblowing, NHS Constitution: Updated 2013, NHS Culture, NHS Friends and Family Test, NHS Health and Social Care Act (2012), NHS Mandate, NHS Outcomes Framework, NHS Safety Thermometer, Nurse Education, Nursing and Midwifery Council (NMC), Ofsted-Style Inspections, Ofsted-Style Ratings for Care Homes, Ofsted-Style Ratings for Hospitals, Openness, Patient and Public Involvement Forums (PPIFs), Patient and Staff Feedback, Patient Safety, Patients First and Foremost, Patients Not Heard, Penalties for Disinformation, Perverse Incentives, Poor Governance, Positive Culture, Proactive Professional Regulation, Problem Detection, Problem Prevention, Professional Disengagement, Professional Regulation, Public Interest Disclosures, Putting Patients First, QSGs: Quality Surveillance Groups, Quality Improvement, Quality Surveillance Groups (QSGs), Reduced Gaming of the System, Report of Mid Staffordshire NHS Foundation Trust Public Inquiry, Restorative Supervision, Revalidation for Nurses, Royal United Hospital Bath NHS Trust, Schwartz Rounds: Royal Free London NHS Foundation Trust, See It My Way, Shaping Culture, Sir Robert Francis QC, Six C’s of Nursing, Staff Motivation, Staff Training, Staffing Levels, Standards To Avoid Perverse Incentives, Statutory Duty of Candour, Supervisory Nurse Ward Managers, Supporting Staff to Care, Teaching Agency: Barring Scheme, The 6Cs, Tick Box Culture, Time Limited Failure Regime, Transparency, Transparency and Accountability, Whistleblowing, Zero Harm
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