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- Some Speculated / Potential Benefits of COVID-19 (JGCR / BBC Radio 4’s Rethink / BGS)
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Tag Archives: Culture of Care
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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Leading Change, Adding Value (NHS England / HEE / Department of Health)
Summary The Chief Nursing Officer for England has launched NHS England’s “Leading Change, Adding Value” framework for nursing, midwifery and care staff. It is based upon ten commitments, which comprise [quotation]: We will promote a culture where improving the population’s … Continue reading →
Posted in Acute Hospitals, 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, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, 6 C’s of Nursing, Academic Health Science Networks, All Our Health, All Our Health (Public Health England), All Our Health: Healthcare Professionals Improving Health Outcomes and Reducing Health Inequalities, Assessment of Competence, Barts Health NHS Trust, Better Experience, Better Outcomes, Better Use of Resources, Breaking Down Boundaries Across Levels of Care and Settings, Cambridgeshire and Peterborough NHS Foundation Trust, Care and Compassion, Care and Quality, Central Manchester University Hospitals NHS Trust, Cheshire and Wirral Partnership NHS Foundation Trust, Chief Nursing Officer for England (CNO), Closing the Care and Quality Gap, Closing the Funding and Efficiency Gap, Closing the Health and Wellbeing Gap, Collaborative Working Across Care Sectors to Improve Patient Safety (Case Study), Compassion in Practice: National Vision and Strategy for Nurses, Compassionate Care, Compassionate Care in Acute Hospital Settings, Confidential Inquiry into Premature Deaths of People with Learning Disabilities (CIPOLD), Coordination Across Sectors for a Comprehensive Continuum of Services, Culture and Leadership, Culture Change, Culture of Candour, Culture of Care, Culture of Reflective Practice, Customer Service and Communication, Developing Innovative Ways to Rethink Service Delivery, Diabetes Training Programme (Case Study), Duty of Candour, Earn As You Learn, Efficiency Opportunities, Empowering and Engaging Patients, Enabling Compassionate Care in Acute Hospital Settings, Endless Winter in NHS (Allegation), Enhancing the Strength and Resilience of Health Systems, Experience of Care, First Response Service: a 24/7 Integrated Model For Urgent Mental Health Care (Case Study), Five Year Forward View, Five Year Forward View for Mental Health (2016), Former Health Secretary Jeremy Hunt, Frail Older People Moved in Hospitals at 3am (Allegation), Frail Older People Moved in Hospitals at Night, Funding and Efficiency, Funding and Efficiency Gap, Great Ormond Street Hospital for Children Foundation Trust, Health as a Social Movement (NHS England), Health Policy, Health Services, Healthcare Professionals Improving Health Outcomes and Reducing Health Inequalities (Public Health England's All Our Health), Healthy New Towns Programme, Healthy Places: Integrated Services for Local Populations, Homes for Nurses Scheme, Improvement of Working Conditions, Improving Health: Closing the Health and Wellbeing Gap, Improving Infection Control in Nursing Care Homes (Case Study), Improving Outcomes, Improving Outcomes for People Living With Dementia (Case Study), Integrated Services for Local Populations, Jane Cummings: Chief Nursing Officer for England, Janet Davies: RCN General Secretary, Jumbulances, Leading Change Adding Value Framework, Leading Change Adding Value Framework: Impact Measurement, Leading Change Adding Value Initiative, Leading Change Adding Value National Resources: Documents Tools and References, Learning Disabilities, Leeds Teaching Hospitals NHS Trust, Life Course Approach, Life Course Approaches to Supporting Wellbeing Resilience and Independence, Local Digital Roadmaps, Local Sustainability and Transformation Plans (STPs), Lord Carter Review, Lord Willis: Independent Chair of Shape of Caring Review, Making Every Contact Count, Making Every Contact Count (MECC), Making Every Contact Count Programme (MECC), Managing Processes for Quality and Better Outcomes, Mencap Report: Death By Indifference, Mental Health, Mental Health and Learning Disabilities, National Maternity Review (2016), National Resources: Documents Tools and References, National Voices, NHS Continuing Healthcare (NHS CHC), NHS Culture, NHS England’s Five Year Forward View, NHS England’s Leading Change Adding Value Framework, NHS England’s Right Care Programme, NHS Five Year Forward View (5YFV), NHS Right Care Approach, NHS Student Bursary Cuts, No Decision About Me Without Me, Nottingham University Hospitals NHS Trust, Nurses and Midwives, Nurses and Midwives: Coordination to Ensure a Comprehensive Continuum of Services, Nurses and Midwives: Empowering People and Engaging Patients, Nurses and Midwives: Influencing Upstream and Downstream Public Health Services, Nurses and Midwives: Innovation in Rethinking Service Delivery, Nurses And Midwives: Managing For Quality And Better Outcomes, Nurses and Midwives: Reducing Barriers / Boundaries Across Care Settings, Nurses Midwives and Care Assistants, Nursing, Nursing Apprentices, Nursing Associates, Nursing Associates - Health Education England Training Test Site: Bart’s Health NHS Trust, Nursing Associates - Health Education England Training Test Site: Cambridgeshire and Peterborough NHS Foundation Trust, Nursing Associates - Health Education England Training Test Site: Central Manchester University Hospitals NHS Trust, Nursing Associates - Health Education England Training Test Site: Cheshire and Wirral Partnership NHS Foundation Trust, Nursing Associates - Health Education England Training Test Site: Great Ormond Street Hospital for Children Foundation Trust, Nursing Associates - Health Education England Training Test Site: Leeds Teaching Hospitals NHS Trust, Nursing Associates - Health Education England Training Test Site: Nottingham University Hospitals NHS Trust, Nursing Associates - Health Education England Training Test Site: Royal Devon and Exeter NHS Foundation Trust, Nursing Associates - Health Education England Training Test Site: St George’s University Hospitals NHS Foundation Trust, Nursing Associates - Health Education England Training Test Site: Walsall Healthcare NHS Trust, Nursing Associates - Health Education England Training Test Site: Whittington Health NHS Trust, Nursing Associates - Health Education England Training Test Sites, Nursing Degree Apprenticeships, Nursing Workforce Reforms (October 2017), Organisational and Cultural Barriers, Outcomes Important To Me, Overcoming Barriers, Participation and Social Mobility, Population Health and Prevention, Productivity, Public Health England's All Our Health Framework, Raising the Bar: Shape of Caring Review Report, RCN Conference (2016), Reacting to Red - Developing a Whole Health and Social Care Economy Approach to Preventing and Reducing Pressure Ulcers (Case Study), Recovery Coaching in an Older Persons Acute Rehabilitation Ward (Case Study), Releasing Nursing Time While Providing Safer Care (Case Study), Right Care Approach, Right Care Casebooks, Right Care Programme, Right Staff Right Skills Right Place Right Time (National Quality Board), Right Staff With the Right Skills in the Right Place at the Right Time (National Quality Board), Rightcare Programme, Role of the Enhanced Practice Nurse (Case Study), Royal Devon and Exeter NHS Foundation Trust, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Self-Management, Self-Management Support, Shape of Caring Review “Raising the Bar” Report, Shape of Caring Review Report (2015), Sickle Cell Disease (SCD), Sickle Cell Disease: Calls For Better Training and Awareness (RCN), Six C’s (Jane Cummings: Chief Nursing Officer for England), St George’s University Hospitals NHS Foundation Trust, Staff Demoralisation and Creeping Defeatism (Allegation), Teaching Care Homes (Case Study), Technology and Informatics, Telemedicine in Care Homes (Case Study), Ten Commitments (Jane Cummings: Chief Nursing Officer for England), Ten Commitments (NHS England), Ten Commitments to Support Action of Nursing Midwifery and Care Staff, The 10 Commitments: Professor Jane Cummings, Transforming Care: Closing the Care and Quality Gap, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Unwarranted Variations, Using Social Media for Reaching Women and Families in Healthcare Services (Case Study), Voices of Users, Volunteering and Social Action, Walsall Healthcare NHS Trust, Where-What-How (Right Care Approach), Whittington Health NHS Trust, Winter Pressues and Associated Failings "New Norm" (Allegation), Workforce, Working Conditions (Nurses)
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DSDC Training and Advice Services in West Midlands (DSDC / The Lighthouse)
Summary The respected Dementia Services Development Centre (DSDC) at Stirling University will provide a free information event entitled “Changing the Culture of Dementia Care” at Sandwell’s The Lighthouse. The Lighthouse Project has established a dementia resource hub in the West … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, Diagnosis, End of Life Care, Enhancing the Healing Environment, 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, Mental Health, Models of Dementia Care, NHS, Non-Pharmacological Treatments, Patient Care Pathway, Patient Information, Person-Centred Care, Personalisation, Practical Advice, Quick Insights, Standards, UK, Universal Interest
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Tagged Architects, Awareness and Understanding, Awareness Raising, Best Practice in Care Homes, Birmingham and the Black Country, Black Country (West Midlands), Black Country Partnership NHS Foundation Trust, Care Home Managers, Care Homes, Creating Dementia Friendly Environments, Culture Change, Culture Change in the NHS, Culture of Care, Dementia Awareness, Dementia Awareness Training, Dementia Care in Care Homes, Dementia Centre: University of Stirling, Dementia Friends, Dementia Friends Programme, Dementia Service Development Centre: University of Stirling, Dementia Services Development Centre (DSDC), Dementia-Friendly Care Homes, Dementia-Friendly Cities, Dementia-Friendly Communities, Dementia-Friendly Design, Dementia-Friendly Environmental Design, Dementia-Friendly Homes, Dementia-Friendly Housing, Dementia-Friendly Neighbourhoods, Dementia-Friendly Organisations, Designing Dementia-Friendly Neighbourhoods, DSDC Virtual Care Home, DSDC Virtual Hospital, DSDC: Stirling Dementia Services Development Centre, Edward Street League of Friends, Housing Associations, Information and Advice, Information and Advice Services, Interior Designers, Iris Murdoch Centre at Stirling University, Lighthouse Project: Black Country Partnership, Lighthouse: Dementia Resource Hub, Lynsey Manson: Dementia Services Development Centre (DSDC), Metropolitan Borough of Sandwell, Occupational Therapists, Positive Culture, Procurement, Professor June Andrews (University of Stirling), Project Planners, Reducing Stigma, Sandwell, Shaping Culture, Stigma-Free Environments, Stirling Dementia Services Development Centre (DSDC), The Lighthouse Project, University of Stirling, West Bromwich, West Midlands
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First NHS England Annual Review: 2013-2014 (NHS England)
Summary The first NHS England “Annual review 2013-14: a year of putting patients” outlines highlights of this organisation’s activities and impact on the NHS. Full Text Link Reference NHS England publishes Annual Review. London: NHS England, September 16th 2014. “Without … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Diagnosis, End of Life Care, 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, Mental Health, Models of Dementia Care, National, NHS, NHS England, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged 38Degrees, 7 Day Services, Access to GP Services, Annual Report and Accounts for 2013/14, Bath and Cheltenham General Hospital, Better Data, Big Brother Watch, Cambridgeshire Community Services NHS Trust, Care, Care at Home, CHANGE, Clinical Commissioning Groups (CCGs), Commitment, Communication, Community Services, Compassion, Compassion in Practice, Compassion in Practice: 6Cs Live!, Competence, Courage, Culture of Care, Culture of Care Barometer, Cystic Fibrosis Trust, Dementia Diagnosis Rates, Dementia Prevalence Calculator, Dementia Support for Clinical Commissioning Groups, Democratic Society, Devon Partnership NHS Trust, Dignity and Respect, e-Prescribing, Everyone Counts, Excellent Organisational Programme, Extending Access to GP Services, Friends and Family Test (FFT), Health and Care Innovation Expo, Health and Social Care Integration, Human Genome Project, Human Genome Project (HGP), Improving Dementia Diagnosis Rates, Improving Lives, Involve, LACDP: Leadership Alliance for the Care of Dying People, Leadership Alliance for the Care of Dying People, Local Awareness and Early Detection and Intervention (LAEDI), Local HealthWatch, Local Variations, London Strategic Clinical Networks, Maximising Data, MedConfidential, National Institute for Health and Care Excellence Patient Network, NHS 111, NHS Citizen Model, NHS Citizen Programme, NHS Commissioning Assembly, NHS Commissioning Assembly Working Group, NHS England (Formerly the NHS Commissioning Board), NHS England Annual Review: 2013-2014, NHS England’s Business Plan for 2014/15 to 2016/17, NHS Friends and Family Test (FFT), NHS Sustainability Day, NHS West and South Yorkshire and Bassetlaw Commissioning Support Unit, Nursing Technology Fund, Open and Honest Care: Driving Improvement, Outreach Services, Parity of Esteem, Patient Online Programme, Patient Online Services, Patient Safety, Patients First and Foremost, Person-Centred Care at Home, Personal Health Budgets, Personal Health Budgets (PHBs), Pharmaceutical Industry Patient Group, PM Challenge Fund, Prime Minister's Challenge Fund, Professor Sir Malcolm Grant, Promise to Learn: Berwick Report, Public-i, Putting Patients First, Quality of Care, Royal United Hospital Bath NHS Trust, Safer Hospitals Safer Wards Technology Fund, Sir Malcolm Grant: Chair of NHS England, Support for Improving Dementia Diagnosis Rates, Supporting Care at Home, Surgical Never Events, Surgical Never Events Taskforce, Tavistock Institute, Technology-Enabled Projects, Telemedicine Triage Hubs, The 6Cs, The Earlier the Better: Campaign, Transforming Participation in Health and Care, Unacceptable Variations, University Hospitals Coventry and Warwickshire Trust, Unwarranted Variations, Urgent and Emergency Care Review, Variations in Quality of Care, Wessex Area Team: NHS England, Wessex Networks, Working Together for Patients, Workstations on Wheels (WOWs)
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