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Tag Archives: Clinical Leaders
More on Sustaining Quality Improvement (CQC)
Summary The Care Quality Commission (CQC) has published further findings about sustaining improvement, based on the positive examples from four case studies, including: Cambridge University Hospitals NHS Foundation Trust. East Lancashire Hospitals NHS Trust. North Staffordshire Combined Healthcare NHS Trust. … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, CQC: Care Quality Commission, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Accountability and Assurance, ACOMHS: Royal College of Psychiatrists Accreditation for Community Mental Health Services, Advancing Quality Improvement Alliance (AQuA)., Assurance, Cambridge University Hospitals NHS Foundation Trust, Cambridge University Hospitals NHS Foundation Trust (CUHFT), Care Quality Commission (CQC), Clinical Leaders, Clinical Leadership, Collaboration, Collaborative Care, Continuous Improvement, Continuous Learning Culture, Cultural Leadership, Culture of Raising Concerns, Cumberlege Review (July 2020), Driving Improvement: Case Studies From 10 GP Practices, Driving Improvement: Case Studies From Eight Independent Hospitals, Driving Improvement: Case Studies From NHS Trusts (CQC), Driving Improvement: Case Studies From Nine Adult Social Care Services, Driving Improvement: Case Studies From Seven Mental Health NHS Trusts, East Lancashire Hospitals NHS Trust, First Do No Harm: Report of the Independent Medicines and Medical Devices Safety Review, Governance, Healthier Lancashire and South Cumbria Integrated Care System (ICS), Improving Patient Safety, Independent Medicines and Medical Devices Safety Review (July 2020), Inspection, Integrated Care Partnerships (ICPs), Integrated Care Systems (ICSs), Involvement and Participation, Joined-Up Care, Joint Working, Joint Working Between Health and Social Care, Leadership, Leadership Development, Leadership Vision, Learning Culture, Lincolnshire Partnership NHS Foundation Trust, Lincolnshire Partnership NHS Foundation Trust (LPFT), Mental Health Crisis Centre: Harplands Hospital, Moving Away From RAG Ratings, North Staffordshire Combined Healthcare NHS Trust, North Staffordshire Combined Healthcare NHS Trust: Quality Improvement in Mental Health Trusts Case Study, Organisational Culture, Patient Involvement, Patient Involvement in Quality Improvement, Patient Safety, Pennine Lancashire ICP, Professor Ted Baker: Chief Inspector of Hospitals at Care Quality Commission (CQC), Public and Patient Involvement, Quality and Experience, Quality Assurance, Quality Assurance and Accreditation Schemes, Quality Improvement, Quality Improvement in Hospital Trusts: Sharing Learning From Trusts on QI Journey, Raising Concerns, Recruitment and Retention, Responding to CQC Inspection Reports / Ratings, Review of CQC’s Impact on Quality and Improvement in Health and Social Care, Self-Evaluation, Staff Empowerment, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Statistical Process Control (SPC) Principles, Sustaining Improvement (CQC), System Working, Systems Leadership, Transparent Learning Culture, User Participation, Vertical Integration, Vertical Integration (of Primary and Secondary Care), Ward Accreditation
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Monitor and Trust Development Authority Under Single Leadership: Delivering Better Support to Hospitals (Department of Health / Monitor)
Summary Closer working between Monitor and the NHS Trust Development Authority (NHS TDA) should help reduce lack of standardisation and inconsistency, and help to embed hospital patient safety as an NHS priority. All NHS hospitals, whether foundation trusts or non-foundation … Continue reading →
Posted in Acute Hospitals, Commissioning, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, National, NHS, Quick Insights, Standards, UK, Universal Interest
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Tagged Acute Care, Acute Care Services, Acute Hospital Care, Acute Hospital Regulatory Model, Acute Hospitals, BBC Health News, Bob Alexander: NHS Trust Development Authority (TDA), Chief Patient Officer, Claire Read: Secretary to HSJ Future of NHS Leadership Inquiry, Clinical Leaders, Clinical Leadership, Closer Working Between Monitor and NHS TDA, Commissioning Inspection and Regulation, Compassionate Care in Acute Hospital Settings, Coordinated Regulatory Action, Dame Gill Morgan DBE, Dame Gill Morgan: Chair of NHS Providers, Dame Gill Morgan: HSJ Future of NHS Leadership Inquiry, David Bennett: Chief Executive of Monitor, Dementia Care in the Acute Hospital, Denigration of NHS Leadership, Double Jeopardy Problem for Clinical Leaders, Dr David Bennett, Dr Emma Stanton: Associate Chief Medical Officer at Beacon Health Options and Chief Executive at Beacon UK, Dr Emma Stanton: HSJ Future of NHS Leadership Inquiry, End to Silo Working, Foundation Trusts, Future of NHS Leadership Inquiry (HSJ June 2015), Health Service Journal (HSJ), Hospital Patient Safety Strategies, HSJ, HSJ Future of NHS Leadership Inquiry, Identifying and Supporting Potential Leaders, Improving Patient Safety, Inspection and Regulation, Jim Mackey: Chief Executive of NHS Improvement, Jim Mackey: Former Chief Executive of Northumbria Healthcare NHS Foundation Trust, Leadership in the Clinical Curriculum, Legislation and Regulation, Management and Leadership Training, Monitor, NHS Foundation Trusts (NHSFTs), NHS Improvement: New Health Sector Regulator, NHS Leadership, NHS Leadership Academy (NHS LA), NHS Regulation, NHS TDA, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Development Authority (NTDA), NHS Trust Development Authority (TDA), NHS Trusts and Foundation Trusts, Nicholas Timmins: HSJ Future of NHS Leadership Inquiry, Nicholas Timmins: King’s Fund, Non-Foundation Trusts, Over-Complexity, Patient Safety, Preventable Deaths in English Acute Hospitals, Priorites Within Acute Hospitals, Problems in Care in English Acute Hospitals, Professor Laura Serrant: HSJ Future of NHS Leadership Inquiry, Professor Laura Serrant: Professor of Community and Public Health Nursing at Wolverhampton University on Secondment to NHS England, Provider Appraisal And Regulation, Provider Regulation, Rationalisation of Reporting and Regulation, Reactions to the Francis Inquiry Report, Reducing Complexity, Reducing the Number of Organisations, Regulating Healthcare Systems, Regulating Healthcare Systems: Monitor, Regulation, Regulation of Governance, Regulators Sharing Information, Regulatory System, Removing Regulatory Barriers, Repercussions From the Francis Inquiry Report, Richard Lewis: EY (Ernst & Young), Richard Lewis: HSJ Future of NHS Leadership Inquiry, Rt Hon. Stephen Dorrell MP, Secondary (Acute Hospital) Care, Secondary Care, Single Regulatory Process, Sir Robert Naylor: Chief Executive of University College London Hospitals NHS Foundation Trust, Sir Robert Naylor: Health Service Journal Panel / Report on the Future of NHS Leadership, Sir Sam Everington: Chair of NHS Tower Hamlets Clinical Commissioning Group and Board Member of NHS Clinical Commissioners, Sir Sam Everington: HSJ Future of NHS Leadership Inquiry, Sir Sam Everington: Senior GP in Tower Hamlets, Stephen Dorrell: HSJ Future of NHS Leadership Inquiry, Stephen Dorrell: Senior Advisor to KPMG / Programmes Commissioned by the NHS Leadership Academy, Systems Complexity, Troubled NHS Foundation Trusts, Turnaround of Challenged and Failing Foundation Trusts
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Staff Empowerment and Engagement in the NHS (King’s Fund)
Summary A recent King’s Fund report summarises case studies at four NHS trusts with high medical engagement. The aim is to assist organisations create a culture and framework in which doctors are encouraged and enabled to engage in the leadership … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), King's Fund, National, NHS, NHS Improvement, Practical Advice, Quick Insights, Standards, UK
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Tagged Active Engagement, Barriers to Engagement, Barriers to Involvement, Berwick Review of Patient Safety, Center for Creative Leadership, Chris Ham: The King’s Fund, Clinical Engagement, Clinical Involvement in Policy Decisions, Clinical Leaders, Clinical Leadership, Clinical Policy Group (CPG), Collective Leadership, Collective Leadership for Health Care, Continuous Improvement, Continuous Learning, Continuous Learning Culture, Cross-Organisation Learning, Devolution (NHS Reform), Devolved Decision-Making, Doctors as Clinical Leaders, Education and Training, Employee Engagement, Empowerment, Engagement on Quality, Front Line Engagement, GE, Geisinger, Governance, Healthy Leadership Strategic Framework, IHI: Institute for Healthcare Improvement, Innovation and Improvement, Institute for Health Leadership: Department of Health in Western Australia, Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Institute of Clinical Leadership: University of Warwick Medical School, Inter Mountain, Jonkoping, Leadership Development, Learning From Mistakes, Learning From Others (Nationally and Internationally), Learning Organisations, Medical Engagement and Leadership, Medical Engagement: Checklist, Multi-Agency Senior Leadership Programme, Multi-Professional Clinical Leadership, New York Presbyterian, Northumbria Healthcare NHS Foundation Trust, Promise to Learn: Berwick Report, Quality Improvement, Quality Improvement Approaches, Reforming the NHS From Within: Beyond Hierarchy, Salford Royal NHS Foundation Trust, SDA Bocconi School of Management (Milan), Sharing Learning, Southern Health NHS Foundation Trust, Staff and Associate Specialist (SAS) Doctors Leadership Development Programme, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Types of Clinical Leadership, University College London Hospitals (UCLH), University College London Hospitals NHS Foundation Trust, University of Warwick Medical School, Virgin Atlantic, Virginia Mason Institute, Windsor Leadership Trust
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Maintaining and Improving Quality in the New Health System (National Quality Board)
[A brief reference to this item appears in: Dementia and Elderly Care: the Latest Evidence Newsletter (RWHT), Volume 3 Issue 3, October 2012]. Summary This National Quality Board (NQB) report explains how quality will be maintained and improved from April … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, For Nurses and Therapists (mostly), For Social Workers (mostly), National, NHS, Quick Insights, Standards, UK, Universal Interest
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Tagged Care Quality Commission (CQC), Clinical Leaders, COF: Commissioning Outcomes Framework, Commissioning Outcomes Framework, Commissioning Outcomes Framework (COF), CQUINs, Early Warning Systems in the NHS, Engagement, Health and Social Care Act (2012), Health and Social Care Reform, Health and Wellbeing Boards, Health Care Reform, Health Education England, Health Reform, Healthwatch, High Quality Care, High Quality Care for All, Leadership for Quality, Local Authorities, Local Authority Commissioners, Local Education and Training Boards (LETBs), Mid Staffordshire NHS Foundation Trust, Monitor, National Institute for Health and Clinical Excellence, National Institute for Health and Clinical Excellence (NICE), National Patient Safety Agency (NPSA), National Quality Board, National Quality Board (NQB), Networks, NHS Commissioning Board, NHS Commissioning Board (NHSCB), NHS Constitution, NHS Health and Social Care Act (2012), NHS Outcomes Framework, NHS Reform, NHS Reform in England, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHSCB, NQB: National Quality Board, Patient Experience, QOF Indicators, QSGs: Quality Surveillance Groups, Quality, Quality and Outcomes Framework (QOF), Quality and User Involvement, Quality Curve, Quality Framework, Quality Improvement, Quality in the NHS, Quality Ratings, Quality Surveillance Groups, Reform, Regulators, Responsible Officer (RO), Winterbourne View
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