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Tag Archives: Cross-Sector Partnerships
Statistical Process Control Applied to Delayed Transfers of Care (NHS Improvement)
Summary Delayed transfers of care (DToC) are widely recognised to be a significant cause of unnecessary harm to patients, and potentially avoidable financial costs to the taxpayer. NHS Improvement’s “Delayed transfer of care (DToC) improvement tool” incorporates the latest data from … 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, Local Interest, Management of Condition, National, NHS, NHS Improvement, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Acute Hospital Care, Adult Social Care, Adult Social Care Services, Ageing Population, Areas With the Highest Delayed Transfers of Care, Care for Vulnerable Older People, Clinical Commissioning Groups (CCGs), Cross-Sector Partnerships, Dashboards, Delayed Transfer of Care (DToC) Improvement Tool (NHS Improvement), Delayed Transfers of Care, Delayed Transfers of Care (DTOC), Discharge From Acute and Mental Health Trusts, DToCs Dashboard, Efficiency Opportunities, English Local Authorities, Geographical Variations, Health and Adult Social Care Providers, Health and Social Care, Health and Social Care Integration, Hospital Discharge, Hospital Discharge and Transfers, Integrated and Community-Based Care, Integrated Home and Community Care Services, Integration of Health and Social Care, Local Authorities (LAs), Local Health Services: Variations, NHS Improvement's Delayed Transfers of Care Improvement Tool, Patient Discharge, Patient Flows, Pivot Table Slicers (Excel Tool), Post-Discharge Support, QI: Quality Improvement, Quality and Efficiency Opportunities, Quality Improvement, Quality Improvement Approaches, Reducing Bed Days, Reducing Waste in the NHS, Regional Variations, Social Care Delays (Impact on Hospital Bed-Days and LoS), Social Care Providers, Statistical Process Control, Statistical Process Control (SPC) Principles, Statistical Process Control Methodology, Sustainability, Sustainable Health and Social Care, Thinking Like a Patient and Acting Like a Taxpayer, Transition Between Inpatient Hospital Settings and Community or Care Home Settings, Unacceptable Variations, Unwarranted Variations, Variation in Performance, Vulnerable Older People, Wasted Resources, Whole System Dashboards, Whole System Patient Flows
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Plans for Meeting the Dementia Challenge by 2020 (DHSC)
Summary The Prime Minister’s Challenge on Dementia 2020 (2015) involved over 50 commitments for making England the best place in the world for dementia care, research and public dementia awareness in general. Feedback was subsequently collected, during 2018, concerning developments … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, Department of Health, Department of Health and Social Care (DHSC), Diagnosis, End of Life Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Models of Dementia Care, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, UK, Universal Interest
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Tagged Achieving Dementia Friendly Acute care, Ageing and Dementia, Ageing and Society, Ageing Policy in the UK, Ageing Population, Alzheimer's Association, Alzheimer’s Research UK (ARUK), Alzheimer’s Society Connecting Communities Project, Awareness and Understanding, Awareness Campaigns, Behavioural Risk Factors, Behavioural Risk Factors and Dementia, Black Asian and Minority Ethnic (BAME), Black Asian and Minority Ethnic Communities (UK), Building Dementia Friendly Communities, Burden of Dementia, Care and Compassion, Care at Home, Care Plan Template for Dementia, Carer Support, Carer Support Services, Challenge by 2020: National Partners and Stakeholders, Challenge on Dementia 2020, Challenge on Dementia 2020 Implementation Plan, Citizen Participation, Civil Service Learning, Collaboration, Collaborative Projects, Collaborative Research, Collaborative Working, Commitment to Carers (NHS England), Community Participation, Compassionate Care, Connecting Communities, Connecting Communities Initiative, Creating Dementia Friendly Environments, Creating Dementia Friendly Hospitals, Cross-Sector Partnerships, Dementia 2020 Challenge: 2018 Review Phase 1 (DHSC), Dementia 2020 Challenge: 2019 Progress Review - Phase 1 (2019), Dementia 2020 Citizens’ Panel, Dementia Action Alliance (DAA), Dementia Advisers, Dementia Advisor, Dementia Advisor Service, Dementia Awareness, Dementia Awareness and Social Action, Dementia Awareness Training, Dementia Challenge, Dementia Consortium, Dementia Core Skills Education and Training Framework, Dementia Data and Metrics, Dementia Friendly Charters, Dementia Friends, Dementia Friends Campaign, Dementia Friends Champions, Dementia Friends Programme, Dementia Health and Care Champion Group, Dementia Intelligence Network (DIN), Dementia Metrics, Dementia Research, Dementia Research Funding, Dementia Research Institute, Dementia Research Roadmap for Prevention Diagnosis Intervention and Care by 2025 (Alzheimer’s Society), Dementia Risk Factors, Dementia Risk Reduction, Dementia Risk Reduction and Prevention, Dementia State of the Nation, Dementia Treatment and Care Pathway, Dementia UK, Dementia-Friendly Businesses, Dementia-Friendly Care Homes, Dementia-Friendly Cities, Dementia-Friendly Communities, Dementia-Friendly Employers, Dementia-Friendly Hospitals, Dementia-Friendly Housing, Dementia-Friendly Neighbourhoods, Dementia-Friendly Sectors, Dementia-Friendly Towns, Department of Health Dementia Challenge, Department of Health Dementia Challenge (2020), Diagnosis and Referral, Dignity in Dementia, Disease Modifying Treatment by 2025 (Aim), Disease-Modifying Therapies, Disease-Modifying Therapies for Dementia, Global Leadership, Global Outlook, Government Research Funding, GPs Taking Leading Role, Healthy Behaviours, Healthy Communities, Healthy Lifestyles, Improving Care for People with Dementia, Inappropriate Prescribing, Inappropriate Use of Antipsychotics in Dementia, Information and Metrics, Integration of Health and Care, International Collaborations, International Dementia Research Inventories, International Framework for Dementia Research, International Programmes, Involvement and Participation, Join Dementia Research, Lifestyle Risk Factors, Local Dementia Action Alliances, Meaningful Care, National Audit of Dementia (Care in General Hospitals), National Audit of Dementia (NAD), National Audit of Dementia Care in General Hospitals 2016-2017 - Third Round of Audit Report: Royal College of Psychiatrists (2017), NHS Health Check, NHS Health Check Programme, Non-Treatment Research, One You Campaign (PHE), Participation in Research, Partnership and Collaboration, Partnership Working, Patient and Public Participation, Referrals, Regional Targets (Metrics), Research and Innovation, Research Funding, Risk Factors, Risk Factors for Alzheimer's Diseease, Risk Management, Royal College of Psychiatrists: National Audit of Dementia Care in General Hospitals, Skills for Care (SfC), Social Care Institute for Excellence (SCIE), Support for Carers, Sustainable Care, Unhealthy Lifestyles, Well Pathway for Dementia
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Blueprint for Complex Care: Care for Individuals with Complex Health and Social Needs (National Center for Complex Health and Social Needs / IHI / Duke University / NIHR)
Summary The latest Institute for Healthcare Improvement (IHI) report covers multi-disciplinary and multi-agency approaches to better coordination in the provision of care for individuals with complex health and social needs, from a USA perspective. “The Blueprint for Complex Care is a joint … Continue reading →
Posted in Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, Integrated Care, International, Local Interest, Management of Condition, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Royal Wolverhampton NHS Trust, Standards, Universal Interest, Wolverhampton
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Tagged Accountable Care Organisations (ACOs), Accountable Care Organisations (in United States and England), Accountable Health Communities, Adult Social Care for People with Complex Needs, Advancing Integrated Care in England: Practical Path for Care Transformation, Ageing Population, Barriers to Integrated Care, Barriers to Integration, Barriers to Integration: Different Funding Models, Barriers to Integration: Different Workforce Cultures, Barriers to Integration: Difficulties in Effective Information Sharing, Barriers to Integration: Organisational Integration, Blueprint for Complex Care, Bridgespan Group: Strong Field Framework, Camden Coalition of Healthcare Providers (CCHP), Care of Frail Older People With Complex Needs, Center for Health Care Strategies, Center for Medicare and Medicaid Innovation (CMMI), Commonwealth Fund, Community Outreach, Complex Care, Complex Care and Multimorbidity, Complex Care Champions, Complex Care Ecosystem, Complex Chronic Conditions, Complex Comorbidities, Complex Conditions, Complex Needs, Complex Patients at Risk of Hospital Admission, Conceptual Model: Starter Taxonomy for High-Need Patients, Cross-Sector Partnerships, Data Sharing, Data Sharing for Better Health, Dr Robin Miller: Deputy Director of Health Services Management Centre at University of Birmingham, Duke University, Duke-Margolis Center for Health Policy, Effective Care for High Need Patients: National Academy of Medicine (NAM) Report, Global Health Innovation Center: Duke University, Health Care Innovation Awards, Health Services Management Centre (HSMC): University of Birmingham, Health Services Management Centre: University of Birmingham, HSMC: University of Birmingham, IHI: Institute for Healthcare Improvement, Innovation Accelerator Program, Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Integrated Care Partnerships and Accountable Care Organisations, Integrated Multi-Agency Care, Lived Experience, Medication Management, Multi-Agency Collaboration, Multi-Agency Integration, Multi-Agency Working, Multi-Disciplinary and Multi-Agency Working, National Center for Complex Health and Social Needs, National Institute for Health Research (NIHR), National Institute for Health Research Health Services and Delivery Research Programme, National Institute for Health Research Signal, NIHR Signal, Organisational Competencies to Accelerate Care Improvements, Outreach Services, Quality Improvement, Quality Measures, Robert and Lisa Margolis Family Foundation, Robert Wood Johnson Foundation, Robert Wood Johnson Foundation (RWJF), SCAN Foundation, School of Health and Related Research (ScHARR): University of Sheffield, Strong Field Framework, United States, University of Sheffield, USA, Value-Based Payments (VBP), Variability in Implementation (of Integrated Care), Vertical Integration, Vertical Integration (of Primary and Secondary Care)
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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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An Innovative Approach Hospital Overcrowding / Inadequate Bed Availability, Worthy of More Serious Consideration? (BBC News / CareRooms)
Summary The narrative about various inter-related crises in health and social care typically concerns the problem of excess demand for, and limited supply of, places in the community providing support for persons needing to be discharged from hospitals. Commentators commonly … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Community Care, For Carers (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Housing, In the News, Integrated Care, Management of Condition, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, UK, Universal Interest
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Tagged Acute Hospital Care, Adult Social Care, Adult Social Care Services, Ageing Population, Airbnb Beds Plan (Proposed), Alternative Residential Care Settings, Alternatives to Hospital Care, Barriers and Challenges in Discharge Planning, Barriers in Access to Transformative Care in the Community: Dominance of Residential Care Homes Paradigm, Barriers to Innovation, Barriers to Innovation: Dominance of Mainstream Preconceptions, Barriers to Innovation: Dominance of Vested Interests, Barriers to Innovation: Vested Interests in Opposition to New Market Entries, Barriers to Joined-Up Care, Barriers to Support, Barriers: Lack of Continuity of Care, BBC Essex, BBC Health News, Bed Availability and Occupancy, Bed Days, Bed Shortages, Bed-Blockers, Bed-Blocking Patients (Non-Recommended Term), Care Closer to Home, Care for Vulnerable Older People, Care Home Admission Delay, Care of Older People, CareRooms, Cross-Sector Partnerships, Delayed Discharges, Delayed Discharges Higher in Mental Health Trusts, Delayed Transfers of Care, Delayed Transfers of Care (DTOC), Demand and Capacity, Disruptive Innovation, Dr Harry Thirkettle: CareRooms, Economic Sustainability, Efficiency Opportunities, Fewer Older People Receiving Help with Social Care, Financial Incentives Across Local Health and Social Care Systems (Proposals), Financial Sustainability in the NHS, Fragility of Adult Social Care Provider Market, Funding Deficits, Funding for Front-Line Healthcare Versus Social Care, Future of Residential Care, Health and Adult Social Care Providers, Health and Care of Older People, Health and Care Suitable for an Ageing Population, Health and Social Care, Health and Social Care in the Community, Health and Social Care Integration, Health Demand, Hospital Beds, Hospital Overcrowding, Inadequate Bed Availability, Innovation for an Ageing Population, Innovative Disruption (To a Failing Market), Loneliness and Isolation, Loss of Mobility During Long Hospital Stays, Market Failure, Market Failure in Social Care, NHS Airbnb-Style Scheme, NHS Sustainability, Operations Cancelled Due to Bed Shortages, Overcoming Barriers, Patient Discharge, Patient Flows, Patient Handover Delays, Patient Safety, Philip Dunne: Minister of State for Health, Physical Therapy, Physiotherapists, Physiotherapy, Poor Identification of People’s Capacity For Involvement in Their Care Planning and Management (Barriers to Involvement), Post-Discharge Support, Preventing Loneliness, Prevention of Avoidable Emergency Admissions: Team-Based Interventions in A&E, Proportionality in Safeguarding, Quality and Sustainability, Reablement, Reablement Services, Reducing Bed Days, Reducing Inappropriate Accident and Emergency Department Attendances, Reducing Over-Reliance on Social Care, Reducing Pressure on Primary Care, Reducing Waste in the NHS, Safeguarding, Safeguarding Adults at Risk, Social Isolation and Loneliness, Southend University Hospital NHS Foundation Trust, Sustainability, Sustainable Health and Social Care, Thinking Like a Patient and Acting Like a Taxpayer, Tom Abell: Deputy Chief Executive at Southend University Hospital NHS Foundation Trust, Under-Utilisation of Housing Stock, Vested Interests, Vulnerable Older People, Wasted Resources, Whole System Patient Flows
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Compassionate Leadership and Innovation in Health Care (King’s Fund / Health Foundation / NHS Leadership Academy)
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, Facilitating Large Scale Change Skills Development Programme, 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, Open Culture, Organisational Culture, Patient Safety, Patient-Centred Culture, Positive Culture, Positive Inclusion and Participation, Problem-Solving and Innovation, Professional Silos, 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
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NICE Participation in European ROADMAP Project: Faster Access to Alzheimer’s Disease Drugs? (NICE)
Summary NICE is participating in the ROADMAP initiative, which is working on a sustainable platform for “real world” evidence generation concerning Alzheimer’s Disease and (hopefully) faster development of disease-modifying drugs. “The IMI (Innovative Medicines Initiative) is Europe’s largest public-private partnership, … Continue reading →
Posted in Commissioning, For Researchers (mostly), In the News, International, National, Quick Insights, UK, Universal Interest
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Tagged Academia-Industry Partnerships, Big Data, Big Data for Better Outcomes Programme (IMI), Big Data Funding and Research, Collaborative Projects, Cross-Sector Partnerships, Data Sharing, Dementia Research, Disease Modification, Disease Modifying Treatment by 2025 (Aim), Disease-Modifying Treatments for Dementia, Dr Matthew Norton: Alzheimer's Research UK, Electronic Health Records (EHRs), European ROADMAP Project, Global Leadership, Global Outlook, IMI (Innovative Medicines Initiative), IMI’s Big Data for Better Outcomes Programme, Innovative Medicines Initiative (IMI), International Collaborations, International Programmes, Leveraging Big Data, National Institute for Health and Care Excellence (NICE), Neurodegeneration, Neurodegenerative Disease Research, Neurodegenerative Diseases, NICE’s Science Policy and Research Programme, Pan-European Collaborations, Partnership, Partnership and Collaboration, Partnership Working, Prof Carole Longson: National Institute for Health and Care Excellence (NICE), Professor Carole Longson: Director of Centre for Health Technology Evaluation at NICE, Professor John Gallacher: University of Oxford, Promisary Science, Publicly-Funded UK Big Data Research, Research and Innovation, Resource and Incentives, ROADMAP Initiative
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