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Tag Archives: Compassionate Collaborative and Inclusive Leadership
Exploring the Potential of Quality Improvement in Mental Health (King’s Fund / BJGP)
Summary A recent King’s Fund report explores the application of quality improvement approaches to improving the quality of mental health care. It is asserted that continuing improvements are best achieved by “empowering frontline teams, service users and carers to design, … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, Management of Condition, Mental Health, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged British Journal of General Practice, Building Workforce Capability and Capacity, Centre for Health Economics: University of York, Clinical Microsystems Coaching Programme, Clinical Practice Improvement Programme (CPIP), Clinical Quality Improvement, Co-Production, Co-production in Quality Improvement, Collaborative Quality Improvement, College Centre for Quality Improvement, Compassionate Collaborative and Inclusive Leadership, Continuing Imrovement, Continuous Improvement, Continuous Learning, Continuous Learning and Improvement, Continuous Learning Culture, Continuous Quality Improvement, Continuously Improving Care, Coordination of Care (Quality of Care Indicators for People With Serious Mental Illness), Culture and Behaviour Change, Culture and Leadership, Culture Change, Culture of Raising Concerns, Culture of Safety, Culture of Zero-Harm, Department of Health Sciences: University of York, Developing People: Improving Care, East London NHS Foundation Trust, East London NHS Foundation Trust (ELFT), East London NHS Foundation Trust (QI), EBCD: Experience-Based Co-Design, Embedding Co-Production, Engagement and Co-Production, Evaluating Healthcare Quality Improvement, Evidence-Based Quality Improvement, Experience-Based Co-Design (EBCD), GenerationQ, Germany, Handbook of Quality and Service Improvement Tools, Healthcare Quality Improvement, Improvement Capability Building Programmes (Quality Improvement), Institute of Mental Health (IMH), Institute of Mental Health (Singapore), Leadership, Leadership and Culture, Leadership Development, Leadership for Culture Change, Lean and Quality Improvement, Lean and Six Sigma, Learning Culture, Medicines Management (Quality of Care Indicators for People With Serious Mental Illness), Mental Health Assessment and Care (Quality of Care Indicators for People With Serious Mental Illness), MHImprove, Microsystems Coaching, MINDSet, MINDSet Resource: West of England AHSN, Model for Improvement, Model for Improvement (IHI), Model for Improvement: FOCUS, National Research Center for Health Economics: University of Duisburg-Essen, Open and Supportive Culture, Open Culture, Partnering for Quality Improvement in Mental Health, PDSA (Plan Do Study Act) Model, PDSA (Plan-Do-Study-Act) Cycles, PDSA Cycles, PDSA Improvement Methodology, Physical Health Assessment and Care (Quality of Care Indicators for People With Serious Mental Illness), Pioneers of Quality Improvement (Mental Health), Plan-Do-Study-Act (PDSA) Cycles, Point of Care Foundation, Primary Care and Population Sciences: University of Southampton, Primary Care Quality Indicators for People With Serious Mental Illness, Q Community, QI: Quality Improvement, Quality Improvement, Quality Improvement Approaches, Quality Improvement in Mental Health, Quality Improvement Methodologies, Quality Improvement Metrics, Quality Improvement Resources, Quality Improvement Tools, Quality Indicators for Serious Mental Illness in Primary Care, Quality of Care Indicators for People With Serious Mental Illness, Serious Mental Illness (SMI), Service Provision and Access to Care (Quality of Care Indicators for People With Serious Mental Illness), Severn and Wye Recovery College, Shared System Leadership, Statistical Process Control, Statistical Process Control Methodology, Strategic Quality Improvement, Substance Misuse (Quality of Care Indicators for People With Serious Mental Illness), Tees, Tees Esk and Wear Valleys NHS Foundation Trust, Theory of Constraints, Total Quality Management (TQM), Transparency, Transparency and Public Trust, Transparent Learning Culture, Unexpected Deaths in Hospital, Unexpected Deaths in Mental Health Trusts, University of Duisburg-Essen, University of Southampton, University of York, Vulnerable Groups, West of England AHSN MINDSet Resource
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Introducing the NHS Improvement Directory (NHS Improvement)
Summary NHS Improvement have compiled an online directory listing a wide variety of websites and online resources which supply online improvement tools, case studies or networks to support innovation and quality improvement in health and social care. Full Text Link … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, 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, NHS England, NHS Improvement, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Practical Advice, Quick Insights, Standards, UK, Universal Interest
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Tagged Academic Health Science Networks (AHSNs), Academy of Fabulous NHS Stuff, Academy of Medical Royal Colleges (AoMRC), AHSN Atlas, AHSN Atlas of Solutions in Healthcare, Beautiful Information, Best Possible Value: Future-Focused Finance Programme, Better Care Exchange, BMJ Quality, Care Improvement Works, Chief Scientific Officer's Quality Improvement Champions, Commissioning Handbook, Commissioning Handbook for Librarians, 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, e-Learning for Health (e-LfH) Hub (HEE), e-learning for Healthcare, East London NHS Foundation Trust, East London NHS Foundation Trust (QI), ECL Sensory Service, EIDO Healthcare (Informed Consent-Specific Patient Information), Emergency Care Intensive Support Team (ECIST), Enhanced Health in Care Homes, Enhancing the NHS Through International Engagement (NHS International Activity), Ergsy, Every Birth a Safe Birth, Foundations of Improvement Science in Healthcare (FISH), Fracture Liaison Service Database (FLS-DB), Future Focused Finance (NHS Finances), Future Hospital Commission (FHC), Future Hospital Programme, Future Hospital Programme Partners, Health Foundation, Health Foundation's Q Initiative, Health Quality Ontario (Quality Compass), Healthcare Complaints Analysis Tool, Healthcare Complaints Analysis Tool (HCAT), Healthcare Quality Improvement Partnership (HQIP), Healthcare UK, Hertfordshire Community NHS Trust and Leicester Partnership NHS Trust's Health for Kids, Implementing Recovery through Organisational Change (ImROC), Improvement Directory (NHS Improvement), Information Exchange, Integrated Primary and Acute Care Systems, Joint Leadership, Kissing It Better, Knowledge 4 Commissioning, Knowledge Management Platform (PHE), Leadership, Leadership and Culture, Leadership Development, Leadership for Culture Change, Lean and Quality Improvement, Lean and Six Sigma, Learning Culture, Learning Environment (NHS England), Local Government Association: LGA, Local Leadership, Local Sustainability and Transformation Plans (STPs), Maternal Mental Health: Everyone's Business, Medicines and Healthcare Products Regulatory Agency (MHRA), Mental Health First Aid England, Mental Health Foundation (MHF), MINDSet, Multispecialty Community Providers, My NHS (MyNHS), National Collaborating Centre for Mental Health (NCCMH), National Hip Fracture Database, National Institute for Health and Care Excellence (NICE), National Joint Registry for England Wales Northern Ireland and Isle of Man (NJR), National Voices, NESTA: National Endowment for Science Technology and the Arts, NETS LeanApp, New Models of Care Vanguards, NHS Atlases of Variation, NHS Atlases of Variation in Health and Health Care, NHS Digital, NHS England AHSN Network, NHS England Learning Environment, NHS England's Realising the Value Programme, NHS Improvement Directory, NHS Leadership Academy, NHS Networks, NHS Sustainable Development Unit, NICE Savings and Productivity Collection, North East Transformation System (NETS), North East Transformation System Limited (NETS Ltd), 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, Public Health England (PHE), Public Health Profiles, QI at East London NHS Foundation Trust, Quality and Service Improvement Tools, Quality Improvement, Quality Improvement Approaches, Quality Improvement Champions Group, Quality Improvement in General Practice, Quality Improvement Tools, RCP: Royal College of Physicians, Realising the Value, Rehab 4 Alcoholism, Richmond Group of Charities, Royal College of General Practitioners (RCGP), Royal College of Surgeons (RCS), Skills for Care (SfC), Social Care Institute for Excellence (SCIE), Social Care Online, Social Partnership Forum, Spreading Change, Statistical Process Control, Statistical Process Control Methodology, Sustainability and Transformation Plans (STPs), Sustainable Development Unit (SDU), System Leadership, Talent Management, Team Working, The Edge (Horizons Group of NHS England), Theory of Constraints, Time to Change, Time to Change Programme, Total Quality Management (TQM), Unicef: Baby Friendly Initiative, Urgent and Emergency Care Vanguards, Workforce Development
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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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