Tag Archives: Continuous Learning and Improvement

Towards Safer Culture and Safer Systems: Launch of the NHS Patient Safety Strategy (NHS England / NHS Improvement)

Posted on July 6, 2019 by Dementia and Elderly Care News

Summary The NHS Patient Safety Strategy explains how the NHS aims to improve patient safety continuously, across the board. The main section headings in this strategy document comprise: Summary Insight Involvement. Improvement. Introduction Our vision for patient safety. Foundations for … Continue reading →

Posted in Acute Hospitals, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, National, NHS, NHS England, NHS Improvement, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged Academy of Medical Royal Colleges: Patient Safety Syllabus, Acute Data Alignment Programme (ADAPt), Adoption and Spread: Priorities, Ageing Population, Aidan Fowler: National Director of Patient Safety (NHS England), Antimicrobial Resistance (AMR), Antimicrobial Resistance and Healthcare Associated Infections (ARHAI), Antimicrobial Resistance: Patient Safety, Artificial Intelligence and Machine Learning From NHS Records, Ask Listen Do, Care and Treatment Reviews (CTRs), Care Education and Treatment Reviews (CETRs), Caring to Change (King’s Fund), Central Alerting System (CAS), Civility Plus Kindness and Respect, Clinical Negligence and Litigation, Clinical Negligence Scheme for Trusts (CNST), Clinical Quality Improvement, Community Empowerment, Community Engagement, Community Involvement, Compassionate Leadership, Compassionate Leadership: Cultural Elements, Continuous Improvement, Continuous Learning and Improvement, Continuous Learning Culture, Cyber Security Programme, Defensive Culture, Defensive Culture: Deny Delay Defend and Deceive, Defensive Leadership, Digital Minor Illness Referral Service, Digital Systems Supporting Patient Safety Learning, Diversity, Diversity and Inclusion, Donna Forsyth: Head of Patient Safety Investigation, Dr Frances Healey: Deputy Director of Patient Safety (Insight), Dr Helen Smith: National Clinical Director of Mental Health Safety Improvement Programme (MHSIP), Dr Sonya Wallbank: National Clinical Advisor to Culture Leadership and Engagement Project, Dr Suzette Woodward: Former Director of the Sign Up to Safety Campaign, Each Baby Counts, Early Notification of Incidents, Education and Training, Empowerment, Engagement, Evidence-Based Quality Improvement, Extensivists, Faculty of Learning, Falls Collaborative Programme, General Practice Development Programme, Getting It Right First Time (GIRFT), Good Governance, GP IT Futures Digital Care Services Framework, Health and Social Care Reform, Healthcare Associated Infections: Patient Safety, Healthcare Quality Improvement, Healthcare Safety Investigation Branch (HSIB), Holistic Quality Improvement, Honesty and Transparency, Hugh McCaughey: National Director of Improvement, Implementation Space: Work As Imagined Versus Work As Done, Improving Safety Measurement Across Whole System, Inclusion and Diversity, Inclusive and Compassionate Leadership, Independent Sector, Information Exchange, Information Sharing, Innovation and Improvement, Insight: Using Intelligence From Multiple Sources of Patient Safety Information, Involvement in the Independent Sector, Involvement: Involvement of Patients Staff and Partners to Improve Patient Safety, Joan Russell: Head of Patient Safety Policy and Partnerships, Just Culture Guide, Kaizen, Kate Cheema: Head of Patient Safety Measurement Unit, Lauren Mosley: Head of Patient Safety Implementation, Leadership and Teamwork, Learning Culture, Learning Disabilities Mortality Review Programme (LeDeR), Learning Disabilities: Patient Safety, Learning From Clinical Negligence Claims, Learning from Deaths, LeDeR: Learning Disabilities Mortality Review, Lucie Musset: National Reporting and Learning System (NRLS), Machine Learning, Management Standards: Managerial Support, Managerial Disrespect, Managerial Incivility, Managerial Unkindness, Maternity and Neonatal Safety Improvement Programme, Maternity and Neonatal Safety Improvement Programme (MNSIP: Formerly the Maternity and Neonatal Health Safety Collaborative, Medical Examiner System, Medicines Safety Improvement Programme (MSIP), Mental Health Safety Improvement Programme, MHSIP: Mental Health Safety Improvement Programme, MNSIP Drivers, Mothers and Babies: Reducing Risk Through Audits and Confidential Enquiries (MBRRACE), National Clinical Improvement Programme (NCIP), National Medical Examiner System, National Paediatric Early Warning System (PEWS), National Patient Safety Alerting Committee (NaPSAC), National Patient Safety Alerts, National Patient Safety Alerts Committee, National Patient Safety Improvement Programme, National Reporting and Learning System (NRLS), Negligence and Litigation, New Ways of Working, NHS Culture, NHS Culture Change, NHS Digital’s Cyber Security Programme, NHS Improvement Patient Safety Alerts, NHS Patient Safety Strategy, NHS Patient Safety Strategy Consultation, NHS Patient Safety Strategy: Equality Impact Assessment, NHS Resolution, Online Repositories of Quality Improvement (QI), Openness and Honesty When Things Go Wrong, Overbearing NHS Managerial Style, Paediatric Early Warning System (PEWS), Participatory and Citizen Involvement, Patient and Public Involvement, Patient Empowerment, Patient Engagement, Patient Experience, Patient Involvement in Quality Improvement, Patient Safety, Patient Safety and Learning Disabilities, Patient Safety Culture, Patient Safety Education and Training: Patients Carers Families and Lay People, Patient Safety in Primary Care, Patient Safety Incident Reporting, Patient Safety Incident Response Framework, Patient Safety Incident Response Framework (PSIRF), Patient Safety Incidents, Patient Safety Incidents in England, Patient Safety Learning (Digital Systems), Patient Safety Measurement Unit, Patient Safety Partners (PSPs), Patient Safety Specialist Networks, Patient Safety Specialist Role, Patient Safety Specialists, Patient Safety Syllabus, Patient Safety Systems, Patient Safety Translational Research Centres (PSTRCs), Patients as Partners in Safety, Patients Carers Families and Lay People: Patient Safety Education and Training, Pharmacist-Led Information Technology Intervention (PINCER), Pride and Positivity in Workplace (Compelling Vision), Private Healthcare Information Network (Phin), Professor Wendy Reid: Executive Director of Education and Quality at Health Education England (HEE), Professor Wendy Reid: National Medical Director at Health Education England (HEE), PSIRF: Patient Safety Incident Response Framework, Psychological Safety for Staff: Supportive Compassionate and Inclusive Environments, QI Adoption and Spread Approach, Quality and Sustainability, Quality Improvement, Quality Improvement Approaches, Quality Monitoring, Roles of Patient Safety Partners (PSPs), Rudeness (Managerial), Safety I and Safety II, Safety II, Safety II Principles, Safety Improvements for Elderly Patients, Saving Babies Lives Care Bundle (SBLCB), Scan4Safety, Serious Incident Framework, Service Improvement in Healthcare, Service Redesign, Service Transformation, Service User Experience, Service User Involvement, Sign Up to Safety Pledge: Honesty, STOMP and STAMP, Stop the Pressure Programme (STPP), Stopping Over Medication of People with Learning Disabilities (STOMP), Strategic Executive Information System (StEIS), Supporting Treatment and Appropriate Medication in Paediatrics (STAMP), Surgical Specialties Litigation Data Pack, Transparent Learning Culture, Trust Blame and the Culture of Defensiveness, User Experience, User Involvement, Wayne Robson: Head of Patient Safety Cross-System Development, Work As Imagined Versus Work As Done, World As Imagined Versus World As Done | Leave a comment

Transformational Change in Health and Care: Learning From Case Studies (King’s Fund)

Posted on June 12, 2018 by Dementia and Elderly Care News

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 | 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 | Leave a comment

Exploring the Potential of Quality Improvement in Mental Health (King’s Fund / BJGP)

Posted on July 26, 2017 by Dementia and Elderly Care News

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 →

Professionalism in Nursing and Midwifery (NMC)

Posted on May 18, 2017 by Dementia and Elderly Care News

Summary The Nursing and Midwifery Council has published a guide to professionalism in the practice of nursing and midwifery, covering advice on applying the values from the Code (the code of professional conduct). This was launched on International Nurses Day, … Continue reading →

Posted in For Nurses and Therapists (mostly), For Researchers (mostly), National, Northern Ireland, Person-Centred Care, Quick Insights, Scotland, Standards, UK, Universal Interest, Wales | Tagged Best Interests, Best Interests of Patients, Chief Nursing Officers (CNOs), Compassionate Care, Continuous Improvement, Continuous Learning and Improvement, Continuous Learning Culture, Culture of Compassionate Care, Good Practice in Nursing and Midwifery, International Nurses Day (2017), International Nurses' Day, Jackie Smith: Chief Executive and Registrar of Nursing and Midwifery Council, Jane Cummings: Chief Nursing Officer for England, Leadership for Compassionate Care, Leading Professionally, Learning and Developing Continuously, NMC and CNOs, Nursing and Midwifery Council (NMC), Nursing and Midwifery Council (NMC) Code of Conduct, Openness, Patient Safety, Professionalism, Professionalism in Nursing and Midwifery, Professor Charlotte McArdle: Chief Nursing Officer for Northern Ireland, Professor Fiona McQueen: Chief Nursing Officer for Scotland, Professor Jean White: Chief Nursing Officer for Wales, Putting Patients First, Safe and Compassionate Care, Transforming Care Environments | Leave a comment

Introducing the NHS Improvement Directory (NHS Improvement)

Posted on February 13, 2017 by Dementia and Elderly Care News

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 | 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 | Leave a comment

Improvement of Care and Workforce Development: a National Framework (NHS Improvement / King’s Fund)

Posted on December 7, 2016 by Dementia and Elderly Care News

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 →

More on Patient Safety Concerns (BBC News / CQC)

Posted on October 15, 2015 by Dementia and Elderly Care News

Summary A Care Quality Commission (CQC) review reports that three-quarters of hospitals visited under its new inspection regime so far have shown some safety problems. Safety remains an issue across both the NHS and care sectors in England, there being … Continue reading →

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