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Recent Posts
- Dementia-Friendly Communities Provision, Viewed as a Social Determinant of Health (JGCR / NHS England / WHO)
- International Perspectives on the Possible Impact of the COVID-19 Pandemic and Lockdown on Abuse of the Elderly (JGCR / American Journal of Geriatric Psychiatry / JAGS)
- Updates Relating to the Lancet Commission on Dementia Prevention, Intervention, and Care (Lancet / Alzheimer’s Research and Therapy / Alzheimer’s and Dementia)
- A Brief Review of How the COVID-19 Pandemic Relates to Elderly Care and Research (JGCR)
- Some Speculated / Potential Benefits of COVID-19 (JGCR / BBC Radio 4’s Rethink / BGS)
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Tag Archives: Collaborative Leadership
Contemplating the “Who” and “Why” in Quality Improvement: the Psychology of Change Framework (IHI / DHSC / FMLM / SCIE)
Summary The latest Institute for Healthcare Improvement (IHI) white paper presents a framework for the psychology of change in health care quality improvement. The aim is to increase the chances of successful change / service transformation, by addressing five domains … Continue reading →
Posted in Department of Health and Social Care (DHSC), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), International, National, NHS, NHS Improvement, Quick Insights, SCIE, UK, Universal Interest
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Tagged Adapt in Action (Motivational Experience), Authentic Relationships, Autonomy for Staff Innovation, Cambridge University’s Judge Business School, Clinical Executive Fast Track Scheme, Clinical Quality Improvement, Clinicians Moving Into Senior Leadership: Barriers and Enablers, Co-Design, Co-Design: People-Driven Change, Co-Production, Co-Production in Commissioning, Co-production in Quality Improvement, Co-Production: Authentic Relationships, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Collaborative Leadership, Continuous Learning Culture, Cultural Leadership, Culture of Empowerment and Support, Deborah Davis: Managing Director of NHS North West Leadership Academy, Deborah Davis: National System Leadership Lead at NHS Leadership Academy, Delegated Decision Making, Distributed Leadership Structure, Distribution of Power, Diversity in Leadership, Diversity of Thought (Idris Elba), Embracing Emergence, Faculty of Medical Leadership and Management (FMLM), Failing Forward, Failure, Future of Care Report: Number 9 (SCIE), Growth Mindset, Healthcare Quality Improvement, Healthcare Value Improvement, IHI Psychology of Change Framework, IHI White Paper: Psychology of Change Framework (2018), IHI: Institute for Healthcare Improvement, Innovative Leadership, Inspiring Communicating Delegating Empowering Empathetic Leadership, Institute for Healthcare Improvement (IHI), Integrated Care Systems (ICSs), Intrinsic Motivation, Leaders Comfortable With More Autonomy at All Levels, Leaders in Healthcare Conference (November 2018), Leadership and Culture, Leadership in Integrated Care Systems, Leadership Style, Learning Culture, Matt Hancock: Secretary of State for Health and Social Care, Motivational Enhancement, NHS Change Model: Shared Purpose, NHS Graduate Management Training Scheme, NHS Leadership Academy, NHS Leadership Academy Contacts, NHS Leadership Academy Contacts: East of England Leadership Academy, NHS Leadership Academy Contacts: West Midlands Leadership Academy, NHS Leadership Academy: Moving to NHS Improvement, NHS North West Leadership Academy (NHS NWLA), Open Culture, People-Driven Approaches to Change, Psychology of Change, Psychology of Change Framework for Advancing and Sustaining Improvement, QI: Quality Improvement, Quality Improvement, Quality Improvement Culture, Redesigning Care Pathways, Redesigning Services, Respect for Autonomy, Rt Hon Matt Hancock MP, Service Redesign, Shared Purpose, Skillsets for Technological Revolution and Speed of Change, Skillsets Suitable for Meeting NHS Long-Term Plan, Social Care Institute for Excellence (SCIE), Staff College, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Theory X Versus Theory Y (Basic Motivational Models), Transformative Culture, Transparent Learning Culture, Very Senior Manager (VSM) Level Diversity
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Transformational Change in Health and Care: Learning From Case Studies (King’s Fund)
Summary A recent King’s Fund report explores diverse examples of successful transformational change, i.e. those which tend to focus on improving the lives of patients, to see if there are lessons for leadership style and organisational culture. Four case studies … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, Local Interest, Management of Condition, Mental Health, National, NHS, Person-Centred Care, Quick Insights, UK, Universal Interest
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Tagged Acute Care Services, Acute Hospital A&E and Liaison Mental Health Teams, Acute Hospital A&E and Liaison Mental Health Teams: Transforming Mental Health Crisis Care (NHS England), Acute Hospital Care, Acute Medical Care for Frail Older People, Acute Medical Care of Elderly People, Ageing Population, Birmingham (UK), Birmingham and Solihull Mental Health NHS Foundation Trust, Birmingham and Solihull NHS Mental Health Trust, Bromley by Bow Centre, Bromley by Bow Health Partnership, Bromley-by-Bow Healthy Living Centre in East London, Buurtzorg Model: Netherlands, Buurtzorg Nederland, Buurtzorg: Netherlands, Capability and Culture, Challenges of Urgent and Emergency Care, Change Bystanders, Change Leaders, Change Participants, Change Recipients, Change Sparks, Change Sponsors, Collaborative Leadership, Collaborative Working, Collective Leadership, Continuous Learning and Improvement, Continuous Learning Culture, Culture and Leadership, Culture Change, Culture Change in Health and Care, Culture Change in the NHS, Defining Ethos and Brand, Don Berwick: International Visiting Fellow at the King’s Fund, Dual Focus: Change and Stability, East London, Emergency and Urgent Care Services, Emergency Attendances, Emergency Care, Emergency Care Networks, Emergency Centres, High-Quality Home Care (Buurtzorg: Netherlands), Hospital Liaison Psychiatry Services, Information Technology, Innovative Technology, Involvement and Participation, Leadership and Culture, Leadership Style, Learning Culture, Learning-Based Approaches, Liaison Psychiatry, Liaison Psychiatry in the Hospital Setting, Liaison Psychiatry Services, Long Term Care in the Netherlands, Netherlands, New Care Models, Northumbria Healthcare NHS Foundation Trust, Northumbria Specialist Emergency Care Hospital, Over-Optimism (NHS Reform Versus Institutional Inertia), Overcoming Inertia, Potential of Technology, Power Dynamics: Old Power Versus New Power, Professor Don Berwick, Quality Improvement, Quality Improvement and Transformational Change, Rapid Access Ambulatory Care Clinics, Rapid Assessment Interface and Discharge (RAID), Reconfiguration of Emergency Care System, Reducing Complexity, Reducing Inappropriate Accident and Emergency Department Attendances, Reducing Unnecessary Admissions, Reducing Unscheduled Admissions, Storytelling Approaches (to Research), Systems Complexity, Team-Based Approaches, Theory X Versus Theory Y (Basic Motivational Models), Transformational Change in Health and Care, Transformational Leadership, Transforming Urgent and Emergency Care Services, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Urgent and Emergency Care Pathways, Urgent and Emergency Care Services, Widening Participation, Work Complexity
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Re-Vamped NHS Change Model (NHS England)
Summary NHS England’s Sustainable Improvement Team has released an updated version of the “NHS Change Model”, which last appeared in 2012. The model provides a framework intended to help guide NHS projects aiming to achieve transformational and sustainable change. The … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, National, NHS, NHS England, Quick Insights, Standards, UK, Universal Interest
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Tagged Accelerating Innovation, Autonomy for Staff Innovation, Barriers to Innovation, Change Model Action Planning Template, Change Model Action Planning Templates, Collaboration, Collaborative Care, Collaborative Leadership, Collaborative Working, Continuous Improvement, Cross-Boundary Care Pathways, Cross-Organisation Learning, Cross-Sector Collaboration, Cross-Sector Partnerships, Culture and Leadership, Culture Change, Culture of Care, Culture of Empowerment and Support, Culture of Safety, Culture: Lack of Leadership Support for Innovation (Barriers to Innovation), Culture: Silo Thinking in System (Barriers to Innovation), Engagement to Mobilise; Transparent Measurement and Rigorous Delivery, Evaluating Healthcare Quality Improvement, Improvement Framework for Commissioners; Delivering Large Scale Measurable Change, Improvement Science, Improvement Tools - Key Questions: Change Model Action Planning Template, Leadership by All - Key Questions: Change Model Action Planning Template, Leading Large Scale Change, Measurement - Key Questions: Change Model Action Planning Template, Motivate and Mobilise - Key Questions: Change Model Action Planning Template, New Care Models, New Models of Care, NHS Change Model, NHS Change Model: Engagement to Mobilise, NHS Change Model: Improvement Methodology, NHS Change Model: Leadership for Change, NHS Change Model: Rigorous Delivery., NHS Change Model: Shared Purpose, NHS Change Model: Spread of Innovation, NHS Change Model: System Drivers, NHS Change Model: Transparent Measurement, NHS Culture, NHS Culture Change, No Harm Culture, Open Culture, Organisational Culture, Our Shared Purpose - Key Questions: Change Model Action Planning Template, Overcoming Challenges to Improving Quality, Patient Safety, Patient-Centred Culture, Positive Culture, Positive Inclusion and Participation, Problem-Solving and Innovation, Project and Performance Management - Key Questions: Change Model Action Planning Template, QI Culture, Quality Improvement, Research Culture, Shaping Culture, Spread and Adoption - Key Questions: Change Model Action Planning Template, Sustainability and Transformation Plans (STPs), Sustainable Improvement Team and Horizons Team (NHS England), Sustainable Improvement Team: NHS England, System Drivers - Key Questions: Change Model Action Planning Template
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Compassionate Leadership and Innovation in Health Care (King’s Fund / Health Foundation / NHS Leadership Academy / Novartis)
Summary Four aspects of organisational culture which might better promote innovative and high-quality care in the NHS are said to comprise: An inspiring vision and strategy. A culture of inclusion and participation. More open team and cross-boundary working. Greater support … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Education England (HEE), Health Foundation, Integrated Care, King's Fund, Local Interest, National, NHS, NHS Improvement, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Accelerating Innovation, Accountable Care Organisations (ACOs), Adopters and Adoption of Innovation, Adoption of Innovations, Advancing Quality Alliance (AQuA), AQuA (NHS Organisation), Aravind Eye Care Systems, Autonomy for Staff Innovation, Barriers to Innovation, Birmingham Women’s and Children’s NHS Foundation Trust, Cascading Leadership Pilot, Cascading Leadership: Leadership in Voluntary and Community Sector, Collaboration, Collaborative Care, Collaborative Leadership, Collaborative Working, Collective Leadership, Community-Based Dementia Care Networks, Compassion: the Core NHS Cultural Value, Compassionate Leadership, Compassionate Leadership and Innovation, Compassionate Leadership: Cultural Elements, Continuous Improvement, Cross-Boundary Care Pathways, Cross-Organisation Learning, Cross-Sector Collaboration, Cross-Sector Partnerships, Culture and Leadership, Culture Change, Culture of Care, Culture of Empowerment and Support, Culture of Safety, Culture: Lack of Leadership Support for Innovation (Barriers to Innovation), Culture: Provider/Commissioner Risk Aversion (Barriers to Innovation), Culture: Silo Thinking in System (Barriers to Innovation), Developing People - Improving Care: National Framework for Leadership Development (NHS Improvement), Diffusion of Innovation, Empathy in Design (IDEO), End to Silo Working, Extreme Teaming: Delivering Integrated Care, Facilitating Large Scale Change Skills Development Programme, Fearless Organisations: Creating Psychological Safety for Teaming Failing and Learning, Freeing the NHS to Innovate, Healthcare Leadership Model, HEE: Health Education England, High-Quality Home Care (Buurtzorg: Netherlands), Horizon-Scanning, Improving Patient Safety, Inclusion, Inclusiveness, Inspiring Vision and Strategy, Institute for Healthcare Improvement (IHI), Inter-Teamworking, Leadership and Organisational Development Team: King’s Fund, Leadership Development in NHS-Funded Services, Leadership for Culture Change, Leading Large Scale Change: A Practical Guide, Learning Culture, Narayana Health, National Improvement and Leadership Development Board (NILD), New Care Models, New Models of Care, NHS Culture, NHS Culture Change, NHS Healthcare Leadership Model, NHS Healthcare Leadership Model: Connecting Services, NHS Healthcare Leadership Model: Developing Capability, NHS Healthcare Leadership Model: Engaging the Team, NHS Healthcare Leadership Model: Evaluating Information, NHS Healthcare Leadership Model: Holding to Account, NHS Healthcare Leadership Model: Influencing for Results, NHS Healthcare Leadership Model: Inspiring Shared Purpose, NHS Healthcare Leadership Model: Leading With Care, NHS Healthcare Leadership Model: Nine Dimensions of Leadership Behaviour, NHS Healthcare Leadership Model: Sharing Vision, NHS Improvement’s National Framework for Leadership Development, NHS Leadership Academy, NHS Leadership Academy (NHS LA), NHS Leadership Academy Moved From NHS England to Health Education England, NHS Patient Safety Culture, NHS Quest, No Harm Culture, Novartis Pharmaceuticals UK, Novartis), Open Culture, Organisational Culture, Patient Safety, Patient-Centred Culture, Positive Culture, Positive Inclusion and Participation, Problem-Solving and Innovation, Professional Silos, Professor Amy Edmondson: Novartis Professor of Leadership and Management at Harvard Business School, QI Culture, Quality Improvement, Research Culture, Sankara Eye, Shaping Culture, Sustainability and Transformation Plans (STPs), Sustainable Improvement Team and Horizons Team (NHS England), Sustainable Improvement Team: NHS England, Teamworking, VUCA World: Volatile Uncertain Complex Ambiguous
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Improvement of Care and Workforce Development: a National Framework (NHS Improvement / King’s Fund)
Summary The “Developing People – Improving Care” framework for continuous quality improvement and leadership development in NHS and social care services has been published by NHS Improvement. It aims to promote developments in main four areas: Systems leadership: particularly to … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, CQC: Care Quality Commission, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Education England (HEE), In the News, Integrated Care, King's Fund, National, NHS, NHS Alliance, NHS England, NHS Improvement, Public Health England, Quick Insights, SCIE, Standards, UK
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Tagged Business Process Re-Engineering, Carter Review of Operational Productivity in NHS Providers, Centrally Funded Improvement and Leadership Development Functions, Clincal Leadership, Collaborative Leadership, Compassionate Collaborative and Inclusive Leadership, Continuous Improvement, Continuous Learning, Continuous Learning and Improvement, Continuous Learning Culture, Continuously Improving Care, Continuously Improving Population Health, Continuously Improving Value for Money, Culture and Behaviour Change, Culture and Leadership, Culture Change, Culture of Raising Concerns, Culture of Safety, Culture of Zero-Harm, Dalton Review (2014), Dalton Review: New Options for Providers of NHS Care, Developing People - Improving Care: National Framework, EBCD: Experience-Based Co-Design, Effective Leadership, Exchange of Expertise, Experience-Based Co-Design (EBCD), Francis Inquiry Report, Health Care Leadership, Health Foundation's Q Initiative, Healthcare Quality Improvement, HEE: Health Education England, High-Impact Leadership, Information Exchange, Joint Leadership, Leadership, Leadership and Culture, Leadership Development, Leadership for Culture Change, Lean and Quality Improvement, Lean and Six Sigma, Learning Culture, Local Leadership, Local Sustainability and Transformation Plans (STPs), Lord Carter Review, Lord Rose Report: Better Leadership for Tomorrow, Management and Leadership, Management and Leadership Training, Marcus Powell: Director of Leadership and Organisational Development at the King’s Fund, Model for Improvement, Model for Improvement (IHI), National Framework for Action on Improvement and Leadership Development in NHS-Funded Services (NHS Improvement), National Framework for Quality Improvement, National Improvement and Leadership Development (NILD) Framework, National Improvement and Leadership Development Board (NILD) Board Member: Care Quality Commission, National Improvement and Leadership Development Board (NILD) Board Member: Department of Health, National Improvement and Leadership Development Board (NILD) Board Member: Health Education England, National Improvement and Leadership Development Board (NILD) Board Member: National Institute for Health and Care Excellence, National Improvement and Leadership Development Board (NILD) Board Member: NHS England, National Improvement and Leadership Development Board (NILD) Board Member: NHS Improvement, National Improvement and Leadership Development Board (NILD) Board Member: Public Health England, National Improvement and Leadership Development Board (NILD) Board Members, National Institute for Health and Care Excellence (NICE), National Quality Board (NQB), NHS Clinical Commissioners (NHSCC), NHS Culture, NHS England Innovation Exchange, NHS Leadership Academy (NHS LA), NHS Providers, Open and Supportive Culture, Open Culture, Oversight, PDSA (Plan Do Study Act) Model, PDSA Improvement Methodology, Peer-to-Peer Exchange of Ideas, Peer-to-Peer Learning, Plan Do Study and Act (PDSA), Promise to Learn: Berwick Report, Quality Improvement, Quality Improvement Approaches, Reducing Bullying or Abuse, Reducing Discrimination, Reducing Harassment, Reducing Power Imbalances, Reducing Workforce Stress, Regulation, Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, Shared Commitment to Quality: National Quality Board (NQB), Shared System Leadership, Skills for Care (SfC), Statistical Process Control, Statistical Process Control Methodology, Sustainability and Transformation Plans (STPs), System Leadership, Talent Management, Team Working, Theory of Constraints, Total Quality Management (TQM), Workforce Development
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Joint Declaration on Post-Diagnostic Dementia Care and Support (NHS England / Department of Health / BBC News)
Summary Attention is again drawn to the joint declaration, spanning “government, health, social care and the third sector” (announced earlier in January 2016), which aims to improve the quality of services for persons with dementia, and their families / carers. … Continue reading →
Posted in Alzheimer's Society, BBC News, Charitable Bodies, Commissioning, Community Care, Department of Health, Diagnosis, 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, Local Interest, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, Patient Care Pathway, Patient Information, Person-Centred Care, Personalisation, Quick Insights, SCIE, Standards, UK, Universal Interest
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Tagged Advice and Information, Advice and Support, Advice for Family and Friends, Age Related Diseases and Health Trust, Ageing and Dementia, Ageing and Society, Ageing Policy in the UK, Ageing Population, Alistair Burns: NHS England’s National Clinical Director for Dementia, Association of Directors of Adult Social Services (ADASS), Barriers and Facilitators to Participation, BBC Health News, Care at Home, Care Integration, Care Planning, Carer Support, Carer Support Services, Carers for People with Dementia, Carers Identified Supported and Involved, Caring for Carers, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Collaborative Care Planning, Collaborative Commissioning, Collaborative Leadership, Collaborative Models of Delivery, Collaborative Quality Improvement, Collaborative Working, Collaborative Working in Local Communities, Commissioning for Maximum Value, Commissioning for Older People, Commissioning for Outcomes, Commissioning for Quality, Commissioning for Transformation, Commitment to Carers (NHS England), Community Mental Health, Community Mental Health Services, Compassionate Care, Conditions for Integration, Coordinated Care, Cross-Sector Partnerships, Dementia Action Alliance, Dementia Policy, Dementia Policy: Research, Dementia Post-Diagnostic Care and Support Policy Declaration, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Alzheimer’s Society, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Association of Directors of Adult Social Services, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Beth Britton – Freelance Campaigner and Consultant, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Brendan Clifford – Dudley Metropolitan Borough Council for Adults Principal Social Worker Network, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Dementia Action Alliance, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Dementia UK, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Department of Health, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Health Education England, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Local Government Association, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: London Dementia Strategic Clinical Network, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: National Association of Primary Care, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: NHS England, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: NHS Improving Quality, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Public Health England, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Royal College of GPs, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: The Age Related Diseases and Health Trust, Dementia UK, Department of Health Dementia Challenge, Department of Health Dementia Challenge (2020), Dudley Metropolitan Borough Council on behalf of the Adults Principal Social Worker Network, Dudley Metropolitan Borough Council: Adults Principal Social Worker Network, Education and Staff Training, Encouraging Independence and Social Interaction, Family and Carers, Family Carers, Information and Advice Services, Information and Support for Carers, Information Needs of Carers, Integrated Care and Support, Integrated Care for Older People With Complex Needs, Integrated Commissioning, Joint Declaration on Post-Diagnostic Dementia Care and Support, Joint Declaration on Post-Diagnostic Dementia Care and Support Signatories, Joint Policy Declaration on Dementia Post-Diagnostic Care and Support, Leadership for Compassionate Care, LGA: Local Government Association, Liaison and In-Reach Services for Frail Older People, Local Government Association: LGA, Local Integration, London Dementia Strategic Clinical Network, Long-Term Care (LTC), Long-Term Care and Support, Long-Term Conditions, Long-Term Conditions (LTCs), Long-Term Health and Social Support, Long-Term Services and Support (LTSS), Long-Term Treatment, Meaningful Activity, Meaningful Activity and Occupation, Models of Care: Age-Related Models, Models of Care: Integrated Models, Models of Enhanced Health in Care Homes, National Association of Primary Care, NHS Improving Quality, Participation in Research Studies, Partnership Working, People with Dementia in Care Homes, Policy Declaration on Dementia Post-Diagnostic Care and Support, Post-Diagnosis Support, Post-Diagnostic Dementia Support, Post-Diagnostic Support, Prime Minister's Challenge on Dementia, Prime Minister's Office, Prime Minister’s Challenge On Dementia 2020, Prime Minister’s Dementia Challenge, Public Health England (PHE), Redesigning Local Healthcare Systems, Redesigning Services, Reducing Inappropriate Use of Antipsychotics, Royal College of General Practitioners (RCGP), Royal College of GPs, Safe and Compassionate Care, Staff Education, Staff Training, Timely Diagnosis, Workforce Competencies, Workforce Development
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Cross-Sector Declaration on Post-Diagnostic Care and Support for People With Dementia (Department of Health)
Summary A joint declaration “across government, health, social care and the third sector” has been announced, aiming at improving the quality of services for persons with dementia. Full Text Link Reference Dementia: post-diagnostic care and support. London: Department of Health, … Continue reading →
Posted in Alzheimer's Society, Charitable Bodies, Commissioning, Community Care, 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, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Public Health England, Quick Insights, SCIE, Standards, UK, Universal Interest
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Tagged Advice and Information, Advice and Support, Advice for Family and Friends, Age Related Diseases and Health Trust, Association of Directors of Adult Social Services (ADASS), Barriers and Facilitators to Participation, Care Integration, Care Planning, Carers for People with Dementia, Carers Identified Supported and Involved, Caring for Carers, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Collaborative Care Planning, Collaborative Commissioning, Collaborative Leadership, Collaborative Models of Delivery, Collaborative Quality Improvement, Collaborative Working, Collaborative Working in Local Communities, Commissioning for Maximum Value, Commissioning for Older People, Commissioning for Outcomes, Commissioning for Quality, Commissioning for Transformation, Community Mental Health, Community Mental Health Services, Compassionate Care, Conditions for Integration, Coordinated Care, Dementia Action Alliance, Dementia Post-Diagnostic Care and Support Policy Declaration, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Alzheimer’s Society, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Association of Directors of Adult Social Services, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Beth Britton – Freelance Campaigner and Consultant, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Brendan Clifford – Dudley Metropolitan Borough Council for Adults Principal Social Worker Network, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Dementia Action Alliance, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Dementia UK, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Department of Health, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Health Education England, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Local Government Association, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: London Dementia Strategic Clinical Network, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: National Association of Primary Care, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: NHS England, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: NHS Improving Quality, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Public Health England, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: Royal College of GPs, Dementia Post-Diagnostic Care and Support Policy Declaration - Signatories: The Age Related Diseases and Health Trust, Dementia UK, Dudley Metropolitan Borough Council on behalf of the Adults Principal Social Worker Network, Dudley Metropolitan Borough Council: Adults Principal Social Worker Network, Education and Staff Training, Encouraging Independence and Social Interaction, Family and Carers, Family Carers, Information and Advice Services, Information and Support for Carers, Information Needs of Carers, Integrated Care and Support, Integrated Care for Older People With Complex Needs, Integrated Commissioning, Joint Declaration on Post-Diagnostic Dementia Care and Support, Joint Declaration on Post-Diagnostic Dementia Care and Support Signatories, Leadership for Compassionate Care, LGA: Local Government Association, Liaison and In-Reach Services for Frail Older People, Local Government Association: LGA, Local Integration, London Dementia Strategic Clinical Network, Long-Term Care (LTC), Long-Term Care and Support, Long-Term Conditions, Long-Term Conditions (LTCs), Long-Term Health and Social Support, Long-Term Services and Support (LTSS), Long-Term Treatment, Meaningful Activity, Meaningful Activity and Occupation, Models of Care: Age-Related Models, Models of Care: Integrated Models, Models of Enhanced Health in Care Homes, National Association of Primary Care, NHS Improving Quality, Participation in Research Studies, Partnership Working, People with Dementia in Care Homes, Post-Diagnosis Support, Post-Diagnostic Dementia Support, Post-Diagnostic Support, Public Health England (PHE), Redesigning Local Healthcare Systems, Redesigning Services, Reducing Inappropriate Use of Antipsychotics, Royal College of General Practitioners (RCGP), Royal College of GPs, Safe and Compassionate Care, Staff Education, Staff Training, Timely Diagnosis, Workforce Competencies, Workforce Development
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The Co-Production in Commissioning Toolkit (TLAP / Department of Health / SCIE / NEF / NHS England / NESTA)
Summary An online resource, called the “Co-Production in Commissioning Tool”, has been made available via the Social Care Institute for Excellence (SCIE). This toolkit presents the work of Think Local, Act Personal (TLAP) – and partners – towards improving the … Continue reading →
Posted in ADASS, Charitable Bodies, 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, Integrated Care, Local Interest, Management of Condition, Models of Dementia Care, National, National Voices, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Personalisation, Quick Insights, SCIE, Standards, UK, Universal Interest
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Tagged Association of Director of Adult Social Services (ADASS), C4CC: Coalition for Collaborative Care, Care Act 2014, Care and Support, Care and Support Reform, Care and Support Services, Co-Production, Co-Production for Wellbeing, Co-Production in Commissioning, Co-Production Issues, Co-production Monitoring Group (Think Local Act Personal), Coalition for Collaborative Care, Coalition for Collaborative Care (C4CC), Collaboration, Collaboration (Including Information-Sharing), Collaboration: Working Across Boundaries, Collaborative Leadership, Collaborative Working, Commissioning for Better Outcomes Framework, Commissioning for Better Outcomes: A Route Map, Commissioning for Outcomes, Commissioning for Value, Commissioning Local Services, Community Service Volunteers (CSV), Diversity, Economics of Co-Production, Embedding Co-Production, Engagement and Co-Production, Five Year Forward View (NHS England), Health Services Management Centre: University of Birmingham, Improving Long-Term Care and Support, Inclusiveness, Integrated Care and Support, Integrated Personal Commissioning, Jo Kidd Consultancy, Local Authorities, Local Government Association: LGA, Localism, Localism Act, Market Shaping and Oversight, Micro-Commissioning, More Than Medicine (NESTA), National Association for Voluntary and Community Action (NAVCA), National Co-Production Advisory Group, National Voices, NAVCA (National Association for Voluntary and Community Action), nef (the new economics foundation), NESTA: National Endowment for Science Technology and the Arts, New Economics Foundation (nef), NHS England's Realising the Value Programme, NHS England’s Five Year Forward View, NHS England’s Realising the Value Programme for Patient and Community Empowerment (NHS England)., NHS Five Year Forward View (5YFV), People Not Process: Co-Production in Commissioning, Person-Centred Coordinated Care, Person-Centred Dementia Care and Support, Pritti Mehta: Strategy Lead for Person Centred Care Team at NHS England, Public Service Act, Realising the Value Programme, Regional Voices, Sam Bennett: Director of Think Local Act Personal, SCIE's Co-Production Strategy, Sharon Allen: Chief Executive of Skills for Care, Social Care Institute for Excellence (SCIE), Social Value Act 2012, Supporting Localism, Sustainability, Think Local Act Personal (TLAP), Think Local Act Personal Co-production Monitoring Group, TLAP: Think Local Act Personal, Tricia Nicoll Consulting, University of Birmingham, User-Led Organisations (ULOs), Well-Led, Whole System Integration, Whole Systems Approach
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Care Improvement Works: a New Collaborative Knowledge Hub (SCIE / Skills for Care / TLAP)
Summary Care Improvement Works is a freely-available online resource primarily for care providers. It has been developed to support improvements in the standards of care. Care Improvement Works was produced by Social Care Institute for Excellence (SCIE), in partnership with … Continue reading →
Posted in Commissioning, Community Care, CQC: Care Quality Commission, End of Life Care, For Carers (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Local Interest, Management of Condition, Mental Health, Models of Dementia Care, National, NICE Guidelines, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Personalisation, Practical Advice, Quick Insights, SCIE, Standards, UK, Universal Interest
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Tagged Adult Safeguarding, Adult Social Care, Andrea Sutcliffe: Chief Inspector of Adult Social Care, Care Home Inspections, Care Improvement Works, Care in the Community, Care Quality Commission (CQC), Care Quality Commission’s Inspection Framework, Care Quality Commission’s Inspection Regime, Care Quality Commission’s Key Lines of Enquiry (KLOEs), Caring (CQC Inspection Question), Clenton Farquharson: Co-Chair of Think Local Act Personal, Co-Production, Co-Production Issues, Collaboration, Collaboration (Including Information-Sharing), Collaboration: Do Once and Share, Collaboration: Working Across Boundaries, Collaborative Leadership, Collaborative Projects, Collaborative Working, Commissioning for Outcomes, Commissioning for Quality, CQC Inspection Questions (Safe Effective Caring Responsive Well-Led), Delivering Care and Support Planning (TLAP), Dignity in Care, Effective (CQC Inspection Question), Embedding Co-Production, End of Life Care Hub, Governance for Adult Social Care, Hydration and Nutrition, KLOEs: Key Lines of Enquiry, Malnutrition, National Institute for Health and Care Excellence (NICE), Nutrition for Older People in Care Homes, Quality, Quality and the Commissioning Cycle, Quality Assurance Visit (QAV) Process, Quality Improvement, Registered Providers of Social Care, Responsive (CQC Inspection Question), Safe (CQC Inspection Question), Safeguarding Adults at Risk, Safeguarding Older People, Safeguarding Principles, SCIE's Co-Production Network, Sharon Allen: Chief Executive of Skills for Care, Sheila Scott: Chair of the Care Providers Alliance, Skills for Care, Skills for Care (SfC), Skills for Care and Skills for Health, Social Care, Social Care Institute for Excellence (SCIE), Social Care Workforce, Social Care Workforce Development, Staff Development, Systems to Support Whistleblowing, Think Local Act Personal, Think Local Act Personal (TLAP), TLAP: Think Local Act Personal, Tony Hunter: Chief Executive of the Social Care Institute for Excellence (SCIE), Well-Led (CQC Inspection Question), Whistleblowing, Workforce Capacity Planning, Workforce Development, Workforce Development Fund (WDF), Workforce Issues, Workforce Planning
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National Conversation on Local Health Inequalities, Plus Supporting Indicators and Local Authority Profiles (PHE / Health and Sport Committee: Scotland / UCL IHE)
Summary Public Health England (PHE) has released a collection of documents to promote the national conversation on health inequalities. The “National Conversation on Health Inequalities” event was part of a wider programme on the reduction of local differences in health … Continue reading →
Posted in Commissioning, Community Care, For Carers (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, National, Practical Advice, Public Health England, Quick Insights, Scotland, Standards, UK, Universal Interest
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Tagged 2014 Local Health Profiles, Access to Affordable Housing, Access to Green Space, Altogether Better, Altogether Better Health Champion Programme, Andy Hull: London Borough of Islington Council, Asset-Based Approaches, Awareness of Local Assets, Barking and Dagenham, Barking and Dagenham (Marmot Indicators), Barking and Dagenham: Local Authority Profile, Barnet, Barnet (Marmot Indicators), Barnet: Local Authority Profile, Barnsley, Barnsley (Marmot Indicators), Barnsley: Local Authority Profile, Barriers to Engagement, Bath and North East Somerset, Bath and North East Somerset (Marmot Indicators), Bath and North East Somerset: Local Authority Profile, Bedford, Bedford (Marmot Indicators), Bedford: Local Authority Profile, Behavioural Insight (TNS-BMRB), Bexley, Bexley (Marmot Indicators), Bexley: Local Authority Profile, Birmingham, Birmingham (Marmot Indicators), Birmingham: Local Authority Profile, Blackburn with Darwen, Blackburn with Darwen (Marmot Indicators), Blackburn with Darwen: Local Authority Profile, Blackpool, Blackpool (Marmot Indicators), Blackpool: Local Authority Profile, Bolton, Bolton (Marmot Indicators), Bolton: Local Authority Profile, Bournemouth, Bournemouth (Marmot Indicators), Bournemouth: Local Authority Profile, Bracknell Forest, Bracknell Forest (Marmot Indicators), Bracknell Forest: Local Authority Profile, Bradford, Bradford (Marmot Indicators), Bradford: Local Authority Profile, Brendan Sweeney: Barrow-in-Furness Borough Council, Brent, Brent (Marmot Indicators), Brent: Local Authority Profile, Brighton and Hove, Brighton and Hove (Marmot Indicators), Brighton and Hove: Local Authority Profile, Bristol, Bristol (Marmot Indicators), Bristol: Local Authority Profile, Bromley, Bromley (Marmot Indicators), Bromley: Local Authority Profile, Buckinghamshire, Buckinghamshire (Marmot Indicators), Buckinghamshire: Local Authority Profile, Bury, Bury (Marmot Indicators), Bury: Local Authority Profile, Calderdale, Calderdale (Marmot Indicators), Calderdale: Local Authority Profile, Cambridgeshire, Cambridgeshire (Marmot Indicators), Cambridgeshire: Local Authority Profile, Camden, Camden (Marmot Indicators), Camden: Local Authority Profile, Central Bedfordshire, Central Bedfordshire (Marmot Indicators), Central Bedfordshire: Local Authority Profile, Cheshire East, Cheshire East (Marmot Indicators), Cheshire East: Local Authority Profile, Cheshire West and Chester, Cheshire West and Chester (Marmot Indicators), Cheshire West and Chester: Local Authority Profile, Children’s Development Age 5, Claire Laurent: Public Health Manager (PHE), Closing The Gap (2011), Co-Production, Co-Production for Wellbeing, Collaborative Commissioning, Collaborative Leadership, Collaborative Models of Delivery, Collaborative Working, Commissioning Local Services, Community Empowerment, Community Health Champions, Community Service Volunteers (CSV), Connected Care, Continuing the Conversation, Continuous Improvement, Cornwall, Cornwall (Marmot Indicators), Cornwall: Local Authority Profile, County Durham, County Durham (Marmot Indicators), County Durham: Local Authority Profile, Coventry, Coventry (Marmot Indicators), Coventry: Local Authority Profile, Cross-Sector Partnerships, Cross-System Modelling, Croydon, Croydon (Marmot Indicators), Croydon: Local Authority Profile, Cultural Assets, Cumbria, Cumbria (Marmot Indicators), Cumbria: Local Authority Profile, Darlington, Darlington (Marmot Indicators), Darlington: Local Authority Profile, Derby, Derby (Marmot Indicators), Derby: Local Authority Profile, Derbyshire, Derbyshire (Marmot Indicators), Derbyshire: Local Authority Profile, Determinants of Health and Disability, Devon, Devon (Marmot Indicators), Devon: Local Authority Profile, Doncaster, Doncaster (Marmot Indicators), Doncaster: Local Authority Profile, Dorset, Dorset (Marmot Indicators), Dorset: Local Authority Profile, Dr Ann Marie Connolly: Director of Health Equity and Place Division (PHE), Dr Helen Walters: Greater London Authority, Dudley, Dudley (Marmot Indicators), Dudley: Local Authority Profile, Duncan Tree: CSV, Ealing, Ealing (Marmot Indicators), Ealing: Local Authority Profile, Early Intervention, East Riding of Yorkshire, East Riding of Yorkshire (Marmot Indicators), East Riding of Yorkshire: Local Authority Profile, East Sussex, East Sussex (Marmot Indicators), East Sussex: Local Authority Profile, Economic Assets, Education, Educational Attainment, Empowering Communities for Health, End to Silo Working, Enfield, Enfield (Marmot Indicators), Enfield: Local Authority Profile, Essex, Essex (Marmot Indicators), Essex: Local Authority Profile, Fair Employment Opportunities, Fair Society, Fair Society Healthy Lives, Future Dialogue and Engagement, Gateshead, Gateshead (Marmot Indicators), Gateshead: Local Authority Profile, GCSE Achievement, Gloucestershire, Gloucestershire (Marmot Indicators), Gloucestershire: Local Authority Profile, Good Practice, Greater London Authority (GLA), Greenwich, Greenwich (Marmot Indicators), Greenwich: Local Authority Profile, Growing Communities Inside Out, Hackney, Hackney (Marmot Indicators), Hackney: Local Authority Profile, Halton, Halton (Marmot Indicators), Halton: Local Authority Profile, Hammersmith and Fulham, Hammersmith and Fulham (Marmot Indicators), Hammersmith and Fulham: Local Authority Profile, Hampshire, Hampshire (Marmot Indicators), Hampshire: Local Authority Profile, Haringey, Haringey (Marmot Indicators), Haringey: Local Authority Profile, Harrow, Harrow (Marmot Indicators), Harrow: Local Authority Profile, Hartlepool, Hartlepool (Marmot Indicators), Hartlepool: Local Authority Profile, Havering, Havering (Marmot Indicators), Havering: Local Authority Profile, Health and Social Care Act (2012), Health and Sport Committee (Scottish Parliament), Health and Wellbeing England (Proposed Term), Health Determinants, Health Empowerment Leverage Project (HELP), Health Equity, Health Equity North, Health Equity North Independent Inquiry Into Health Inequalities, Health Inequalities, Health Inequalities and the Living Wage, Health Inequalities in Scotland, Health Inequalities Intervention Toolkit (London Health Observatory), Health Literacy, Health Needs Assessment (including JSNA), Health Systems as Health Determinants, Health Work and Well-being, Healthy Life Expectancy, HELP (Health Empowerment Leverage Project, Herefordshire, Herefordshire (Marmot Indicators), Herefordshire: Local Authority Profile, Hertfordshire, Hertfordshire (Marmot Indicators), Hertfordshire: Local Authority Profile, Hillingdon, Hillingdon (Marmot Indicators), Hillingdon: Local Authority Profile, Holyrood's Health Committee, Hounslow, Hounslow (Marmot Indicators), Hounslow: Local Authority Profile, Hull, Improving Access to Green Spaces, Individual Level Determinants: Social Economic and Environmental Determinants (SEEDs) of Health, Institute of Health Equity, Institute of Health Equity (UCL), Inverse Care Law, INVOLVE: Public Involvement in Research, Involvement and Participation, Isle of Wight, Isle of Wight (Marmot Indicators), Isle of Wight: Local Authority Profile, Islington, Islington (Marmot Indicators), Islington Borough Council, Islington Fairness Commission, Islington: Local Authority Profile, Jane Rossini: Cumbria and Lancashire (PHE), Jeremy Taylor (Chief Executive of National Voices), Joint Strategic Needs Assessment (JSNA), JSNAs: Joint Strategic Needs Assessments, Julia Weldon: Director of Public Health at Kingston upon Hull City Council, Kensington and Chelsea, Kensington and Chelsea (Marmot Indicators), Kensington and Chelsea: Local Authority Profile, Kent, Kent (Marmot Indicators), Kent: Local Authority Profile, Kingston upon Hull, Kingston upon Hull (Marmot Indicators), Kingston upon Hull: Local Authority Profile, Kingston upon Thames, Kingston upon Thames (Marmot Indicators), Kingston upon Thames: Local Authority Profile, Kirklees, Kirklees (Marmot Indicators), Kirklees: Local Authority Profile, Knowsley, Knowsley (Marmot Indicators), Knowsley: Local Authority Profile, Lack of Collective Identity, Lack of Empowerment, Lambeth, Lambeth (Marmot Indicators), Lambeth: Local Authority Profile, Lancashire, Lancashire (Marmot Indicators), Lancashire: Local Authority Profile, Language and Narrative Which Resonates, Lay Understandings of Social Inequalities in Health, Leeds, Leeds (Marmot Indicators), Leeds: Local Authority Profile, Leicester, Leicester (Marmot Indicators), Leicester: Local Authority Profile, Leicestershire, Leicestershire (Marmot Indicators), Leicestershire: Local Authority Profile, Lewisham, Lewisham (Marmot Indicators), Lewisham: Local Authority Profile, Life Expectancy, Lifecourse, Lifecourse Approach to Wellbeing, Lincolnshire, Lincolnshire (Marmot Indicators), Lincolnshire: Local Authority Profile, Linking Data, Lived Experience, Liverpool, Liverpool (Marmot Indicators), Liverpool: Local Authority Profile, Local Action on Health Inequalities, Local Action on Health Inequalities Series, Local Action on Reducing Health Inequalities, Local Authorities, Local Authority Indicator Profiles, Local Authority Profiles, Local Authority-Based Public Health Teams (LAPH), Local Basket of Inequalities Indicators, Local Communities, Local Community, Local Empowerment, Local Government Association: LGA, Local Populations, Local Public Health, Local Public Health Services, Local Public Health Specialists, Local Public Health System Functions, Local Services, Local Strategies, Local Wellbeing, Long-Term Unemployment, Low Community Integration, Luton, Luton (Marmot Indicators), Luton: Local Authority Profile, Manchester, Manchester (Marmot Indicators), Manchester: Local Authority Profile, Marmot Indicators 2014: Local Authority Profiles, Marmot Indicators for Local Authorities in England: 19-24 Year Olds Who Are Not in Employment Education or Training, Marmot Indicators for Local Authorities in England: Barking and Dagenham, Marmot Indicators for Local Authorities in England: Barnet, Marmot Indicators for Local Authorities in England: Barnsley, Marmot Indicators for Local Authorities in England: Bath and North East Somerset, Marmot Indicators for Local Authorities in England: Bedford, Marmot Indicators for Local Authorities in England: Bexley, Marmot Indicators for Local Authorities in England: Birmingham, Marmot Indicators for Local Authorities in England: Blackburn with Darwen, Marmot Indicators for Local Authorities in England: Blackpool, Marmot Indicators for Local Authorities in England: Bolton, Marmot Indicators for Local Authorities in England: Bournemouth, Marmot Indicators for Local Authorities in England: Bracknell Forest, Marmot Indicators for Local Authorities in England: Bradford, Marmot Indicators for Local Authorities in England: Brent, Marmot Indicators for Local Authorities in England: Brighton and Hove, Marmot Indicators for Local Authorities in England: Bristol, Marmot Indicators for Local Authorities in England: Bromley, Marmot Indicators for Local Authorities in England: Buckinghamshire, Marmot Indicators for Local Authorities in England: Bury, Marmot Indicators for Local Authorities in England: Calderdale, Marmot Indicators for Local Authorities in England: Cambridgeshire, Marmot Indicators for Local Authorities in England: Camden, Marmot Indicators for Local Authorities in England: Central Bedfordshire, Marmot Indicators for Local Authorities in England: Cheshire East, Marmot Indicators for Local Authorities in England: Cheshire West and Chester, Marmot Indicators for Local Authorities in England: Cornwall, Marmot Indicators for Local Authorities in England: County Durham, Marmot Indicators for Local Authorities in England: Coventry, Marmot Indicators for Local Authorities in England: Croydon, Marmot Indicators for Local Authorities in England: Cumbria, Marmot Indicators for Local Authorities in England: Darlington, Marmot Indicators for Local Authorities in England: Derby, Marmot Indicators for Local Authorities in England: Derbyshire, Marmot Indicators for Local Authorities in England: Devon, Marmot Indicators for Local Authorities in England: Doncaster, Marmot Indicators for Local Authorities in England: Dorset, Marmot Indicators for Local Authorities in England: Dudley, Marmot Indicators for Local Authorities in England: Ealing, Marmot Indicators for Local Authorities in England: East Riding of Yorkshire, Marmot Indicators for Local Authorities in England: East Sussex, Marmot Indicators for Local Authorities in England: Enfield, Marmot Indicators for Local Authorities in England: Essex, Marmot Indicators for Local Authorities in England: Fuel Poverty for High Fuel Cost Households, Marmot Indicators for Local Authorities in England: Gateshead, Marmot Indicators for Local Authorities in England: GCSE Achieved (5A* - C Including English and Maths), Marmot Indicators for Local Authorities in England: GCSE Achieved (5A* - C Including English and Maths) With Free School Meal Status, Marmot Indicators for Local Authorities in England: Gloucestershire, Marmot Indicators for Local Authorities in England: Good Level of Development at Age 5, Marmot Indicators for Local Authorities in England: Good Level of Development at Age 5 With Free School Meal Status, Marmot Indicators for Local Authorities in England: Greenwich, Marmot Indicators for Local Authorities in England: Hackney, Marmot Indicators for Local Authorities in England: Halton, Marmot Indicators for Local Authorities in England: Hammersmith and Fulham, Marmot Indicators for Local Authorities in England: Hampshire, Marmot Indicators for Local Authorities in England: Haringey, Marmot Indicators for Local Authorities in England: Harrow, Marmot Indicators for Local Authorities in England: Hartlepool, Marmot Indicators for Local Authorities in England: Havering, Marmot Indicators for Local Authorities in England: Healthy Life Expectancy at Birth - Males and Females, Marmot Indicators for Local Authorities in England: Herefordshire, Marmot Indicators for Local Authorities in England: Hertfordshire, Marmot Indicators for Local Authorities in England: Hillingdon, Marmot Indicators for Local Authorities in England: Hounslow, Marmot Indicators for Local Authorities in England: Households Not Reaching Minimum Income Standard, Marmot Indicators for Local Authorities in England: Inequality in Life Expectancy at Birth - Males and Females, Marmot Indicators for Local Authorities in England: Isle of Wight, Marmot Indicators for Local Authorities in England: Islington, Marmot Indicators for Local Authorities in England: Kensington and Chelsea, Marmot Indicators for Local Authorities in England: Kent, Marmot Indicators for Local Authorities in England: Kingston upon Hull, Marmot Indicators for Local Authorities in England: Kingston upon Thames, Marmot Indicators for Local Authorities in England: Kirklees, Marmot Indicators for Local Authorities in England: Knowsley, Marmot Indicators for Local Authorities in England: Lambeth, Marmot Indicators for Local Authorities in England: Lancashire, Marmot Indicators for Local Authorities in England: Leeds, Marmot Indicators for Local Authorities in England: Leicester, Marmot Indicators for Local Authorities in England: Leicestershire, Marmot Indicators for Local Authorities in England: Lewisham, Marmot Indicators for Local Authorities in England: Life Expectancy at Birth - Males and Females, Marmot Indicators for Local Authorities in England: Lincolnshire, Marmot Indicators for Local Authorities in England: Liverpool, Marmot Indicators for Local Authorities in England: Long-Term Claimants of Jobseeker's Allowance, Marmot Indicators for Local Authorities in England: Luton, Marmot Indicators for Local Authorities in England: Manchester, Marmot Indicators for Local Authorities in England: Medway, Marmot Indicators for Local Authorities in England: Merton, Marmot Indicators for Local Authorities in England: Middlesbrough, Marmot Indicators for Local Authorities in England: Milton Keynes, Marmot Indicators for Local Authorities in England: Newcastle upon Tyne, Marmot Indicators for Local Authorities in England: Newham, Marmot Indicators for Local Authorities in England: Norfolk, Marmot Indicators for Local Authorities in England: North East Lincolnshire, Marmot Indicators for Local Authorities in England: North Lincolnshire, Marmot Indicators for Local Authorities in England: North Somerset, Marmot Indicators for Local Authorities in England: North Tyneside, Marmot Indicators for Local Authorities in England: North Yorkshire, Marmot Indicators for Local Authorities in England: Northamptonshire, Marmot Indicators for Local Authorities in England: Northumberland, Marmot Indicators for Local Authorities in England: Nottingham, Marmot Indicators for Local Authorities in England: Nottinghamshire, Marmot Indicators for Local Authorities in England: Oldham, Marmot Indicators for Local Authorities in England: Oxfordshire, Marmot Indicators for Local Authorities in England: People Reporting Low Life Satisfaction, Marmot Indicators for Local Authorities in England: Percentage of People Using Outdoor Places for Exercise / Health Reasons, Marmot Indicators for Local Authorities in England: Peterborough, Marmot Indicators for Local Authorities in England: Plymouth, Marmot Indicators for Local Authorities in England: Poole, Marmot Indicators for Local Authorities in England: Portsmouth, Marmot Indicators for Local Authorities in England: Reading, Marmot Indicators for Local Authorities in England: Redbridge, Marmot Indicators for Local Authorities in England: Redcar and Cleveland, Marmot Indicators for Local Authorities in England: Richmond upon Thames, Marmot Indicators for Local Authorities in England: Rochdale, Marmot Indicators for Local Authorities in England: Rotherham, Marmot Indicators for Local Authorities in England: Rutland, Marmot Indicators for Local Authorities in England: Salford, Marmot Indicators for Local Authorities in England: Sandwell, Marmot Indicators for Local Authorities in England: Sefton, Marmot Indicators for Local Authorities in England: Sheffield, Marmot Indicators for Local Authorities in England: Shropshire, Marmot Indicators for Local Authorities in England: Slough, Marmot Indicators for Local Authorities in England: Solihull, Marmot Indicators for Local Authorities in England: Somerset, Marmot Indicators for Local Authorities in England: South Gloucestershire, Marmot Indicators for Local Authorities in England: South Tyneside, Marmot Indicators for Local Authorities in England: Southampton, Marmot Indicators for Local Authorities in England: Southend-on-Sea, Marmot Indicators for Local Authorities in England: Southwark, Marmot Indicators for Local Authorities in England: St. Helens, Marmot Indicators for Local Authorities in England: Staffordshire, Marmot Indicators for Local Authorities in England: Stockport, Marmot Indicators for Local Authorities in England: Stockton-on-Tees, Marmot Indicators for Local Authorities in England: Stoke-on-Trent, Marmot Indicators for Local Authorities in England: Suffolk, Marmot Indicators for Local Authorities in England: Sunderland, Marmot Indicators for Local Authorities in England: Surrey, Marmot Indicators for Local Authorities in England: Sutton, Marmot Indicators for Local Authorities in England: Swindon, Marmot Indicators for Local Authorities in England: Tameside, Marmot Indicators for Local Authorities in England: Telford and Wrekin, Marmot Indicators for Local Authorities in England: Thurrock, Marmot Indicators for Local Authorities in England: Torbay, Marmot Indicators for Local Authorities in England: Tower Hamlets, Marmot Indicators for Local Authorities in England: Trafford, Marmot Indicators for Local Authorities in England: Unemployment % (ONS Model-Based Method), Marmot Indicators for Local Authorities in England: Wakefield, Marmot Indicators for Local Authorities in England: Walsall, Marmot Indicators for Local Authorities in England: Waltham Forest, Marmot Indicators for Local Authorities in England: Wandsworth, Marmot Indicators for Local Authorities in England: Warrington, Marmot Indicators for Local Authorities in England: Warwickshire, Marmot Indicators for Local Authorities in England: West Berkshire, Marmot Indicators for Local Authorities in England: West Sussex, Marmot Indicators for Local Authorities in England: Westminster, Marmot Indicators for Local Authorities in England: Wigan, Marmot Indicators for Local Authorities in England: Wiltshire, Marmot Indicators for Local Authorities in England: Windsor and Maidenhead, Marmot Indicators for Local Authorities in England: Wirral, Marmot Indicators for Local Authorities in England: Wokingham, Marmot Indicators for Local Authorities in England: Wolverhampton, Marmot Indicators for Local Authorities in England: Worcestershire, Marmot Indicators for Local Authorities in England: Work-Related Illness, Marmot Indicators for Local Authorities in England: York, Marmot Review, Marmot's Principles, Medway, Medway (Marmot Indicators), Medway: Local Authority Profile, Mental Health First Aid England, Merton, Merton (Marmot Indicators), Merton: Local Authority Profile, Middlesbrough, Middlesbrough (Marmot Indicators), Middlesbrough: Local Authority Profile, Milton Keynes, Milton Keynes (Marmot Indicators), Milton Keynes: Local Authority Profile, Minimum Acceptable Standard of Living (JRF), Minimum Income Standard (MIS), National Conversation on Health Inequalities (PHE), National Conversation on Health Inequalities Event (2014), National Conversation on Health Inequalities Toolkit, National Conversation Toolkit, National Voices, National Wellbeing, Newcastle upon Tyne, Newcastle upon Tyne (Marmot Indicators), Newcastle upon Tyne: Local Authority Profile, Newham, Newham (Marmot Indicators), Newham: Local Authority Profile, Newquay, NHS Health and Social Care Act (2012), Norfolk, Norfolk (Marmot Indicators), Norfolk: Local Authority Profile, North East Lincolnshire, North East Lincolnshire (Marmot Indicators), North East Lincolnshire: Local Authority Profile, North Lincolnshire, North Lincolnshire (Marmot Indicators), North Lincolnshire: Local Authority Profile, North Somerset, North Somerset (Marmot Indicators), North Somerset: Local Authority Profile, North Tyneside, North Tyneside (Marmot Indicators), North Tyneside: Local Authority Profile, North Yorkshire, North Yorkshire (Marmot Indicators), North Yorkshire: Local Authority Profile, Northamptonshire, Northamptonshire (Marmot Indicators), Northamptonshire: Local Authority Profile, Northumberland, Northumberland (Marmot Indicators), Northumberland: Local Authority Profile, Nottingham, Nottingham (Marmot Indicators), Nottingham: Local Authority Profile, Nottinghamshire, Nottinghamshire (Marmot Indicators), Nottinghamshire: Local Authority Profile, Number of Young People Not in Employment Education or Training (NEET), Oldham, Oldham (Marmot Indicators), Oldham: Local Authority Profile, Oxfordshire, Oxfordshire (Marmot Indicators), Oxfordshire: Local Authority Profile, Perceived Aability to Affect Change, Peterborough, Peterborough (Marmot Indicators), Peterborough: Local Authority Profile, PHE: Public Health England, PHOF: Public Health Outcomes Framework, Plymouth, Plymouth (Marmot Indicators), Plymouth: Local Authority Profile, Poole, Poole (Marmot Indicators), Poole: Local Authority Profile, Poppy Jaman: Mental Health First Aid England, Portsmouth, Portsmouth (Marmot Indicators), Portsmouth: Local Authority Profile, Power Imbalance, Prof Jennie Popay: Professor of Sociology and Public Health (University of Lancaster), Professor Kevin Fenton: PHE Director for Health and Wellbeing, Professor Sally McIntyre: Scottish Chief Medical Officer (CMO), Public Dialogue on Health Inequalities in Local Areas, Public Health England (PHE), Public Health Interventions, Public Health Interventions: Return on Investment, Public Health Outcomes Framework, Public Health Outcomes Framework (PHOF), Public Health Research, Public Health Responsibility Deal, Public Health Stakeholders, Public Health Teams, Public Participation in Tackling Health Inequalities, Public Understanding of Health Inequalities, Quality of Life, Quality of Life Research, Quality of Work, Reading, Reading (Marmot Indicators), Reading: Local Authority Profile, Redbridge, Redbridge (Marmot Indicators), Redbridge: Local Authority Profile, Redcar and Cleveland, Redcar and Cleveland (Marmot Indicators), Redcar and Cleveland: Local Authority Profile, Reducing Health Inequalities, Reducing the Number of Young People Not in Employment Education or Training (NEET), Richmond upon Thames, Richmond upon Thames (Marmot Indicators), Richmond upon Thames: Local Authority Profile, Rochdale, Rochdale (Marmot Indicators), Rochdale: Local Authority Profile, Rotherham, Rotherham (Marmot Indicators), Rotherham: Local Authority Profile, Rutland, Rutland (Marmot Indicators), Rutland: Local Authority Profile, Safe Active Equal and Informed Discussion, Salford, Salford (Marmot Indicators), Salford: Local Authority Profile, Sandwell, Sandwell (Marmot Indicators), Sandwell: Local Authority Profile, Scottish Government’s Ministerial Taskforce on Health Inequalities, Scottish Parliament, Scottish Parliament: Health and Sport Committee, Scottish Parliamentary Corporate Body, Sefton, Sefton (Marmot Indicators), Sefton: Local Authority Profile, Service Level Determinants: Social Economic and Environmental Determinants (SEEDs) of Health, Seven Principles of Public Dialogue on Health Inequalities in Local Areas, Sheffield, Sheffield (Marmot Indicators), Sheffield: Local Authority Profile, Shropshire, Shropshire (Marmot Indicators), Shropshire: Local Authority Profile, Slough, Slough (Marmot Indicators), Slough: Local Authority Profile, Social Determinants of Health, Social Determinants of Health Inequalities, Social Economic and Environmental Determinants (SEEDS), Social Isolation, Societal Determinants of Health, Socio-Economic Drivers of Health Inequality, Solihull, Solihull (Marmot Indicators), Solihull: Local Authority Profile, Somerset, Somerset (Marmot Indicators), Somerset: Local Authority Profile, South Gloucestershire, South Gloucestershire (Marmot Indicators), South Gloucestershire: Local Authority Profile, South Tyneside, South Tyneside (Marmot Indicators), South Tyneside: Local Authority Profile, Southampton, Southampton (Marmot Indicators), Southampton: Local Authority Profile, Southend-on-Sea, Southend-on-Sea (Marmot Indicators), Southend-on-Sea: Local Authority Profile, Southwark, Southwark (Marmot Indicators), Southwark: Local Authority Profile, St Helens, St. Helens (Marmot Indicators), St. Helens: Local Authority Profile, Staffordshire, Staffordshire (Marmot Indicators), Staffordshire: Local Authority Profile, Stakeholder Involvement, Stockport, Stockport (Marmot Indicators), Stockport: Local Authority Profile, Stockton-on-Tees, Stockton-on-Tees (Marmot Indicators), Stockton-on-Tees: Local Authority Profile, Stoke-on-Trent, Stoke-on-Trent (Marmot Indicators), Stoke-on-Trent: Local Authority Profile, Structural Level Determinants: Social Economic and Environmental Determinants (SEEDs) of Health, Structural View of Health Inequalities, Suffolk, Suffolk (Marmot Indicators), Suffolk: Local Authority Profile, Sunderland, Sunderland (Marmot Indicators), Sunderland: Local Authority Profile, Support Structures, Surrey, Surrey (Marmot Indicators), Surrey: Local Authority Profile, Sutton, Sutton (Marmot Indicators), Sutton: Local Authority Profile, Swindon, Swindon (Marmot Indicators), Swindon: Local Authority Profile, Tameside, Tameside (Marmot Indicators), Tameside: Local Authority Profile, Telford and Wrekin, Telford and Wrekin (Marmot Indicators), Telford and Wrekin: Local Authority Profile, Theorising Inequalities in Health, Thurrock, Thurrock (Marmot Indicators), Thurrock: Local Authority Profile, TNS-BMRB, Toolkit for Public Engagement on Health Inequalities, Torbay, Torbay (Marmot Indicators), Torbay: Local Authority Profile, Tower Hamlets, Tower Hamlets (Marmot Indicators), Tower Hamlets: Local Authority Profile, Trafford, Trafford (Marmot Indicators), Trafford: Local Authority Profile, Transparency of Purpose Objectives and Intended Outcomes, UCL Institute of Health Equity, Unemployment, University College London (UCL), University College London Institute of Health Equity, Updated Marmot Indicators (IHE), VCOs: Voluntary and Community Organisations, Visible Issues, Voluntary and Community Organisations, Voluntary and Community Sector, Voluntary and Community Sector (VCS), Voluntary Sector Organisations, Wakefield, Wakefield (Marmot Indicators), Wakefield: Local Authority Profile, Walsall, Walsall (Marmot Indicators), Walsall: Local Authority Profile, Waltham Forest, Waltham Forest (Marmot Indicators), Waltham Forest: Local Authority Profile, Wandsworth, Wandsworth (Marmot Indicators), Wandsworth: Local Authority Profile, Warrington, Warrington (Marmot Indicators), Warrington: Local Authority Profile, Warwickshire, Warwickshire (Marmot Indicators), Warwickshire: Local Authority Profile, Well-Being, Well-Being Indicators, Wellbeing, West Berkshire, West Berkshire (Marmot Indicators), West Berkshire: Local Authority Profile, West Sussex, West Sussex (Marmot Indicators), West Sussex: Local Authority Profile, Westminster, Westminster (Marmot Indicators), Westminster: Local Authority Profile, Whole Systems Approach, Wider Determinants of Health, Wigan, Wigan (Marmot Indicators), Wigan: Local Authority Profile, Wiltshire, Wiltshire (Marmot Indicators), Wiltshire: Local Authority Profile, Windsor and Maidenhead, Windsor and Maidenhead (Marmot Indicators), Windsor and Maidenhead: Local Authority Profile, Wirral, Wirral (Marmot Indicators), Wirral: Local Authority Profile, Wisdom of Experience, Wokingham, Wokingham (Marmot Indicators), Wokingham: Local Authority Profile, Wolverhampton, Wolverhampton (Marmot Indicators), Wolverhampton: Local Authority Profile, Worcestershire, Worcestershire (Marmot Indicators), Worcestershire: Local Authority Profile, York, York (Marmot Indicators), York: Local Authority Profile
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