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Tag Archives: Dalton Review (2014)
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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Acute Care Collaboration Vanguards: Thirteen New Hospitals Collaboration Vanguards (NHS England / NHS Improvement)
Summary The search for new models of care, as proposed in the NHS Five Year Forward View, has previously entailed four types of vanguards: Integrated Primary and Acute Care Systems (PACS): which involve local integration of GP, hospital, community and … Continue reading →
Posted in Acute Hospitals, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, Local Interest, Mental Health, National, NHS, NHS England, Quick Insights, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Accountable Clinical Networks, Accountable Clinical Networks for Cancer, Accountable Clinical Networks: Cheshire and Merseyside Women’s and Children Services, Accountable Clinical Networks: Developing ‘One NHS’ in Dorset, Accountable Clinical Networks: East Midlands Radiology Consortium (EMRAD), Accountable Clinical Networks: MERIT - Mental Health Alliance for Excellence Resilience Innovation and Training (West Midlands), Accountable Clinical Networks: Royal Marsden Manchester Cancer and UCLH, Accountable Clinical Networks: Working Together Partnership, Acute Care, Acute Care Collaboration (ACC) Vanguard Trust Buddying Schemes, Acute Care Collaboration (ACC) Vanguards, Acute Care Collaboration Vanguards, Acute Care Services, Acute Hospital Care, Acute Hospitals, Aintree University Hospital NHS Foundation Trust, Birmingham and Solihull, Birmingham and Solihull Mental Health NHS Foundation Trust, Black Country Partnership NHS Foundation Trust, Buddying, Buddying Schemes, Cancer Vanguards, Cheshire and Merseyside Women’s and Children Services (Maternity and Paediatrics Accountable Clinical Network), Christie NHS Foundation Trust, Clinical Networks, Collaboration, Collaborative Quality Improvement, Common Model for NHS Franchising, Coventry and Warwickshire Partnership NHS Trust, Dalton Review (2014), Dalton Review: New Options for Providers of NHS Care, Dartford and Gravesham NHS Trust (DGT), Delivery of Specialist Back-Office and Diagnostic Services Across Providers, Developing ‘One NHS’ in Dorset (Multispecialty), District General Hospitals, Dorset Clinical Services Review, Dorset County Hospital NHS Foundation Trust, Dudley and Walsall Mental Health Partnership NHS Trust, East Midlands, East Midlands Radiology Consortium: EMRAD (Radiology), Efficiency Savings, Exemplar Orthopaedic Services, Federations, Five Year Forward View (NHS England), Forward View Into Action, Forward View Into Action: New Care Models, Foundation Healthcare Group (Dartford and Gravesham), Franchises, Geographically Disperse Multi-Service Chains, Guy’s and St Thomas’ NHS Foundation Trust (GSTT), High-Performing Foundation Trusts, High-Performing Foundation Trusts (Buddying / Mentorship), High-Performing Foundation Trusts (Buddying / Mentorship): Guy’s and St Thomas’ NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Northumbria Healthcare NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Royal Free London NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Salford Royal NHS Foundation Trust, Hospital Chains, Hospital Chains and Specialty Chains, Hospital Franchises, Hospitals Collaboration Vanguards, Independent Cancer Taskforce, Integrated Care and Support, Integrated Care for Older People With Complex Needs, Integrated Care Systems, Integrated Commissioning, Integrated Commissioning Support, Jim Mackey: Chief Executive of NHS Improvement, Joint Ventures on Shared Services, Liverpool CCG, Manchester Cancer and UCLH (Cancer), Mental Health Vanguards, MERIT: Mental Health Alliance for Excellence Resilience Innovation and Training: West Midlands (Birmingham and Solihull) (Mental Health Accountable Clinical Network), Models of Care Across Organisational Boundaries, Moorfields (Ophthalmology Specialty Franchise), Moorfields Eye Hospital NHS Foundation Trust, Multihospital Chains, Multihospital Chains: Northumbria Foundation Group, Multihospital Chains: Royal Free London, Multihospital Chains: Salford and Wigan Foundation Chain, Multisite Specialty Franchises, Multisite Specialty Franchises: Dartford and Gravesham NHS Trust (DGT), Multisite Specialty Franchises: Moorfields, Multisite Specialty Franchises: National Orthopaedic Alliance, Multisite Specialty Franchises: Neuro Network (Walton Centre in Liverpool), National Orthopaedic Alliance (Orthopaedics Specialty Franchise), National Orthopaedic Alliance Vanguard, Networks, Networks and Alliances, Neuro Network (Walton Centre in Liverpool) (Neurology and Spinal Specialty Franchise), New Care Models, New Care Models Programme, New Care Models Programme: Urgent and Emergency Care (UEC) Vanguards, New Care Models: Support for Acute Care Collaboration (ACC) Vanguards, New Care Models: Vanguard Sites, New Models of Care, New Models of Care Vanguards, New Models of Service, New Ways of Working, NHS Cancer Taskforce, NHS Efficiency Challenge, NHS Efficiency Savings, NHS England Specialised Services Commissioning Team (North), NHS England's Five Year Forward View (2014), NHS England’s Cancer Taskforce, NHS England’s New Models of Care Programme, NHS Five Year Forward View (5YFV), NHS Forward View, NHS Foundation Groups, NHS Franchising, NHS Liverpool CCG, NHS Providers, NHS Warrington CCG, North Cumbria University Hospitals NHS Trust, Northumbria Foundation Group, Northumbria Healthcare NHS Foundation Trust, Nottingham University Hospitals NHS Trust, Poole Hospital NHS Foundation Trust, Radical Innovation, Redesigning Care Pathways, Redesigning Local Healthcare Systems, Redesigning Services, Regional Centres of Excellence, Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (Oswestry), Royal Bournemouth and Christchurch Hospitals NHS Foundation Trust, Royal Free London, Royal Liverpool and Broadgreen University Hospitals NHS Foundation Trust, Royal Marsden, Royal Marsden Manchester Cancer and UCLH, Royal Marsden NHS Foundation Trust, Royal National Orthopaedic Hospital NHS Trust (Stanmore), Royal Orthopaedic Hospital NHS Foundation Trust (Birmingham), Salford and Wigan Foundation Chain, Salford Royal NHS Foundation Trust, Salford Royal NHS Foundation Trust (SRFT), Samantha Jones: Director of New Models of Care at NHS England, Service Redesign, Service Redesign (Telehealth), Shared Learning and Practice, Shared Services, Sharing Clinicians Across Sites, Sharing Excellent Practice, Sharing of Learning, Simple Replicable Frameworks, Specialty Franchises, Sustainable Health and Care Services, UCLH: University College London Hospitals NHS Foundation Trust, University College London Hospitals (UCLH), Walton Centre NHS Foundation Trust, Warrington and Halton Hospitals NHS Foundation Trust, Warrington CCG, West Midlands, Working Together Partnership (South Yorkshire North Derbyshire and Mid Yorkshire) (Multispecialty), Working Together Partnership: Mid Yorkshire, Working Together Partnership: North Derbyshire, Working Together Partnership: South Yorkshire, Wrightington Wigan and Leigh NHS Foundation Trust, WWLFT: Wrightington Wigan and Leigh NHS Foundation Trust
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NHS Leadership Review (BBC News / Department of Health)
Summary Lord Rose, formerly of Marks & Spencer, was commissioned by the Secretary of State for Health to review leadership in the NHS. This controversial and independent report covers how to attract and develop capable leaders, whether from inside or … Continue reading →
Posted in BBC News, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Health Education England (HEE), In the News, National, NHS, Quick Insights, Standards, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Alan Foster: Chief Executive of North Tees and Hartlepool NHS Foundation Trust - Durham Darlington and Tees Hambleton Richmondshire and Whitby STP Footprint Lead, Allan Kitt: Chief Officer of South West Lincolnshire CCG - Lincolnshire STP Footprint Lead, Amanda Pritchard: Chief Executive of Guy’s and St Thomas’ NHS Foundation Trust - South East London STP Footprint Lead, Andy Hardy: Chief Executive of University Hospitals Coventry and Warwickshire NHS Trust - Coventry and Warwickshire STP Footprint Lead, Andy Williams: Accountable Officer of Sandwell West Birmingham CCG - Black Country STP Footprint Lead, Angela Pedder OBE: Chief Executive of Royal Devon and Exeter NHS Foundation Trust - Devon STP Footprint Lead, Balanced Scorecards, Balkanization of Trusts, BBC Health News, Better Regulation, Beverley Flowers: Accountable Officer of East and North Hertfordshire CCG - Hertfordshire and West Essex STP Footprint Lead, Burden Impact Assessment Template and Protocol (HSCIC), Bureaucracy, Bureaucracy and Burnout, Bureaucratic and Regulatory Burdens, Change Fatigue, Change Fatigue (Reforms), Coast Humber and Vale STP Footprint Lead, Consequences of the Francis Inquiry Report, Constant Fire-Fighting, Core Management Competencies, Cornwall and the Isles of Scilly STP Footprint Lead, Culture and Leadership, Culture of Visible Leadership, Dalton Review (2014), Dalton Review: New Options for Providers of NHS Care, David Pearson: Director of Adult Social Care of Nottinghamshire County Council - Nottinghamshire STP Footprint Lead, David Sloman: Chief Executive of Royal Free London NHS Foundation Trust - North Central London STP Footprint Lead, David Smith: Chief Executive of Oxfordshire CCG - Buckinghamshire Oxfordshire and Berkshire West STP Footprint Lead, Department of Health Culture, Deregulation, Dr Amanda Doyle OBE: Chief Clinical Officer of Blackpool CCG - Lancashire and South Cumbria STP Footprint Lead, Dr Anita Donley: Independent Chair for Mid and South Essex Success Regime - Mid and South Essex STP Footprint Lead, Dr Matthew Dolman: Chair of Somerset CCG - Somerset STP Footprint Lead, Dr Mohini Parmar: Chair of Ealing CCG - North West London STP Footprint Lead, Dr Neil Modha: Chief Clinical Officer of Cambridgeshire and Peterborough CCG - Cambridgeshire and Peterborough STP Footprint Lead, End to Silo Working, Feeding the Regulatory Beast, Future Leaders, Gary Thompson: Chief Officer of Southern Derbyshire CCG - Derbyshire STP Footprint Lead, Glenn Douglas: Chief Executive of Maidstone and Tunbridge Wells NHS Trust - Kent & Medway STP Footprint Lead, Healthcare Targets, Implications of the Francis Inquiry Report, Inspections and Bureaucracy, James Scott: Chief Executive of Royal United Hospitals Bath NHS Foundation Trust - Bath Swindon and Wiltshire STP Footprint Lead, Jane Milligan: Chief Officer of Tower Hamlets CCG - North East London STP Footprint Lead, John MacDonald: Chair of University Hospitals North Midlands NHS Trust - Staffordshire STP Footprint Lead, John Wardell: Accountable Officer of Nene CCG - Northamptonshire STP Footprint Lead, Julia Ross: Chief Executive of North West Surrey CCG - Surrey Heartlands STP Footprint Lead, Kathryn Magson: Chief Officer of Richmond CCG - South West London STP Footprint Lead, Lack of Stability Across the NHS (Alleged), Leadership, Leadership and Culture, Leadership Development, Leadership: Key to Change, Leading Constant Change, Learning Culture, Less Regulation, Local Strategic Oversight, Lord Rose Report into NHS Leadership, Lord Rose Report on Leadership in the NHS, Lord Rose Report: Better Leadership for Tomorrow, Louise Shepherd: Chief Executive of Alder Hey Children’s NHS Foundation Trust - Cheshire and Merseyside STP Footprint Lead, Management Environment, Management Support, Management Too Tactical (Lacks Strategic Thinking), Many and Varied Messages From Central Government (Alleged), Mark Adams: Chief Officer of Newcastle Gateshead CCG - Northumberland Tyne and Wear STP Footprint Lead, Mark Rogers: Chief Executive of Birmingham City Council - Birmingham and Solihull STP Footprint Lead, Marks and Spencer, Mary Hutton: Accountable Officer of Gloucestershire CCG - Gloucestershire STP Footprint Lead, Mentoring, Mentoring of Managers and Future Leaders, Merger of Oversight Bodies, Michael Wilson: Chief Executive of Surrey and Sussex Healthcare NHS Trust - Sussex and East Surrey STP Footprint Lead, NHS Culture, NHS Culture Change, NHS England's Five Year Forward View (2014), NHS Five Year Forward View (5YFV), NHS Leadership, NHS Leadership Academy, NHS Leadership Academy (NHS LA), NHS Leadership Academy Moved From NHS England to Health Education England, NHS Leadership Review, NHS Reform, NHS Reform in England, NHS Trust Financial Deficits, NHS Vision and Ethos, Nick Hulme: Chief Executive of Ipswich Hospital NHS Trust - Suffolk and North East Essex STP Footprint Lead, Norfolk and Waveney STP Footprint Lead, Open and Supportive Culture, Oversight, Oversight and Monitoring, Oversight Bodies Fragmented, Patient Safety, Pauline Philip: Chief Executive of Luton & Dunstable University Hospital NHS Foundation Trust - Milton Keynes of Bedfordshire and Luton STP Footprint Lead, Performance Management, Proactive Professional Regulation, Professional Regulation, Professional Standards Authority, Professional Standards Authority: Re-Thinking Regulation, Quality Control, Quality of Care, Re-Thinking Regulation: Deregulation Less Regulation and Better Regulation, Reduction in Bureaucracy, Reforming the NHS From Within: Beyond Hierarchy, Regulation of Professionals, Relationship Between Professional and System Regulation, Removing Regulatory Barriers, Repercussions From the Francis Inquiry Report, Rethinking Regulation, Richard Samuel: Chief Officer of Fareham and Gosport CCG of South Eastern Hampshire CCG - Hampshire and the Isle of Wight STP Footprint Lead, Right-Touch Principles, Right-Touch Regulation, Rob Webster: Chief Executive designate of South West Yorkshire Partnership NHS Foundation Trust - West Yorkshire STP Footprint Lead, Robert Woolley: Chief Executive of University Hospitals Bristol NHS Foundation Trust - Bristol North Somerset South Gloucestershire STP Footprint Lead, Sarah Dugan: Chief Executive of Worcestershire Health and Care NHS Trust - Herefordshire and Worcestershire STP Footprint Lead, Shaping Culture, Silo Working, Simon Wright: Chief Executive of Shrewsbury and Telford Hospital NHS Trust - Shropshire and Telford and Wrekin STP Footprint Lead, Single Service-Wide NHS Communication Strategy, Sir Andrew Cash OBE: Chief Executive of Sheffield Teaching Hospitals NHS Foundation Trust - South Yorkshire and Bassetlaw STP Footprint Lead, Sir Andrew Morris: Chief Executive of Frimley Health NHS Foundation Trust - Frimley Health STP Footprint Lead, Sir Howard Bernstein: Chief Executive of Manchester City Council - Greater Manchester STP Footprint Lead, Space to Lead, Staff Training, Stephen Eames: Chief Executive of North Cumbria University Hospitals NHS Trust - West North and East Cumbria STP Footprint Lead, STP Footprints, Sustainability and Transformation Leaders, Sustainability and Transformation Plans (STPs), Target Culture, Target-Driven Priorities, Targets and Performance Management, Tim Goodson: Chief Officer of Dorset CCG - Dorset STP Footprint Lead, Toby Sanders: Accountable Officer of West Leicestershire CCG - Leicester of Leicestershire and Rutland STP Footprint Lead, Training and Capacity-Building, Training and Competency, Training and Education, Training and Support, Understanding What Works, Values-Based Culture, Workforce Development, Workforce Training
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Time to Deliver on the Five Year Forward View (BBC News / NHS England / Department of Health)
Summary The seven main national health bodies (namely NHS England, Monitor, the NHS Trust Development Authority (TDA), the Care Quality Commission (CQC), Public Health England, the National Institute for Health and Care Excellence (NICE) and Health Education England) jointly published … Continue reading →
Posted in Acute Hospitals, BBC News, 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, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, NICE Guidelines, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Public Health England, Quick Insights, Standards, UK, Universal Interest
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Tagged 100000 Genomes Project, 5YFV: NHS Five Year Forward View, Accelerating Innovation, Access to Elective Care, Access to Mental Health Services, Ageing Population, Ageing Society, Agency Staff, Agency Staff (Exorbitant Waste of NHS Funding), Arm’s Length Bodies, Arm’s Length Bodies (Department of Health's ALBs), Atlas of Variations in Procurement, Bank And Agency Staff, Baroness Cumberlege, BBC Health News, Better Out-of-Hospital Care to Prevent Attendance and Admissions, Better Procurement, Cancer Treatment, Cancer Treatment Standards, Cancer Waiting Times, Center for Conservation Biology: Stanford University, Child and Adolescent Mental Health Services, Children and Young People IAPT Programme, Chronic Conditions, Clinical Networks, Coalition of the Willing, Commissioning and Funding, Commissioning for Value, Community and Voluntary Sector, Community Services, Community Volunteering, Constrained Funding, Contract and Agency Staff, Controls on VSM Pay, Coordinated Health and Social Care, Creative Use of NHS Estate, Culture, Culture and Leadership, Culture Change, Dalton Review (2014), Demand Management, Department of Biology and Woods Institute: Stanford University, Department of Psychology: Stanford University, Devon, Diabetes Prevention Programme, Efficiency Savings, Efficiency Savings: Diverting Resources to Front-Line Care, Emmett Interdisciplinary Program in Environment and Resources: Stanford University, Encouraging Innovation, Enforced Support (New Success Regime), Essex, Estate Efficiencies, Expert Patient Programme, Failing Hospitals, Failing Services (NHS and Social Care), Faustian Pact: Trading £8 Billion in Extra Funding For £22 Billion in Efficiency Savings, Finance and Procurement, Finance Directorate, Financial Context, Financial Pressures, Financial Sustainability in the NHS, Five Year Forward View, Five Year Forward View (NHS England), Forest Bathing, Former Health Secretary Jeremy Hunt, Forward View, Forward View Progress: Pilot Programmes Map, Funding Challenges, Gary Caplin: Chief Executive of Virginia Mason Hospital (Seattle), Global Economic Dynamics and the Biosphere: Royal Swedish Academy of Sciences, Governance Arrangements Driving the Five Year Forward View, GP Services Co-Located With A&E Department, GPs Co-Located With A&E Department, Greater Manchester, Greening Grey Britain Campaign, Harpal Kumar: Chief Executive of Cancer Research UK, Harpal Kumar: Head of NHS Cancer Taskforce, Health and Care Voluntary Sector Strategic Partner Programme, Health and Social Care, Health and Social Care Configuration, Health and Social Care Costs, Health and Social Care Integration, Health and Social Care Providers, Health and Social Care Reform, Health and Social Care Services, Health and Social Care: Integration Transformation Fund, Hospital Chains, Hospital Waiting Times, IAPT: Improving Access to Psychological Therapies, Improving Access to Mental Health Services by 2020, Improving Access to Psychological Therapies (IAPT), Integrated Out-of-Hospital Care, Integration of Health and Social Care, Integration of Health and Social Care for Older People, Integration Transformation Fund, Integration Transformation Fund (aka Better Care Fund), Integration Transformation Fund (ITF), International Recruitment, Jeremy Taylor (Chief Executive of National Voices), Laureate Institute for Brain Research (Tulsa), Lean and Quality Improvement, Lean and Six Sigma, Lean Manufacturing Techniques, Lean Thinking, Local Communities and Voluntary Groups, Local Government Association, Loneliness and Social Isolation, Lord Carter Review, Maximising the value of NHS £115 Billion Spend, Monitor, Multispecialty Community Providers, National Buying Power of NHS, National Institute for Health and Care Excellence (NICE), National Prevention Board (Public Health England), National Quality Board (NQB), National Voices, Nature and Wellbeing, Nature Experience Reduces Rumination, Never Events, New Care Models Programme: Urgent and Emergency Care (UEC) Vanguards, New Care Models: Vanguard Sites, New Deal for Primary Care, New Models of Care, New Success Regime (NHS England), NHS Clinical Commissioners, NHS Confederation Annual Conference 2015, NHS Confederation Conference (2015)), NHS Culture, NHS Culture Change, NHS Diabetes Prevention Programme, NHS Efficiency Savings, NHS England (Formerly the NHS Commissioning Board), NHS England Five Year Forward View, NHS England’s Five Year Forward View, NHS England’s New Success Regime, NHS England’s Success Regime, NHS Expert Patient Programme (EPP), NHS Five Year Forward View (5YFV), NHS Five Year Forward View Board, NHS Funding, NHS Funding Gap, NHS Procurement, NHS Providers, NHS Safe Staffing, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Development Authority (NTDA), NHS Trust Development Authority (TDA), NHS Waiting Times, NHS Warrington CCG, NHS: Rated World’s Best Health Service, NICE Abandoning Work on Safe Staffing Standards, North Cumbria, North East and West Devon, Obesity, Out-of-Hospital Care, Out-of-Hospital Services, Out-of-Hours GP Services Co-Located With A&E Department, Over-Reliance on Agency Staff, Patient Safety, Patient-Centred Culture, Paul Farmer (Mind), Peoples and Communities Board, PNAS, Pooled Budgets (Pooled Funds), Pooled Funding, Population Growth, Preventing and Managing Demand, Prevention, Prevention Agenda, Proceedings of the National Academy of Sciences (PNAS), Proceedings of the National Academy of Sciences of the United States of America (PNAS), Redesigning More Productive Services, Reducing Demand (Treatment and Recovery), Reducing Downstream Spending (Prevention Public Health and Self-Care), Removal of Two Waiting Time Targets, Return to Practice Campaign, RightCare’s NHS Atlas of Variation, Royal Swedish Academy of Sciences, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Rumination, Safe Staffing Advisory Committee (NICE), Safe Staffing Standards, School of Community Medicine (Tulsa USA), Self-Care, Self-Help, Service Redesign, Service Transformation, Shared Strategic Planning, Shinrin-Yoku: Taking in the Forest Atmosphere aka Forest Bathing, Simon Stevens: Chief Executive of NHS England, Sir David Dalton: Chief Executive of Salford Royal NHS Foundation Trust, Social Care, Social Isolation, Social Prescribing, Specialists in Out-Of-Hospital Settings, SSAC: Safe Staffing Advisory Committee, Staff Retention, Staff Sickness Levels, Stanford University, Stockholm Resilience Centre, Subgenual Prefrontal Cortex (sgPFC), Subgenual Prefrontal Cortex Activation, Success Regime (NHS England), Success Regimes in England, Surgical Never Events, Sustainable Funding, SWASFT Right Care Right Place Right Time Initiative, Sweden, Thinking Outside of the Box, Transformational Commissioning, UEC Vanguards, Upstream Interventions, Urbanization and Mental Illness, Urgent and Emergency Care Vanguards, Vanguard Programme, Variations in Procurement, Virginia Mason Hospital: Seattle, Voluntary and Community Sector, Waiting Time Standards, Waiting Time Targets in the NHS in England, Waiting Times and Access Standards, Workforce Advisory Board, Workforce Advisory Board Exemplars, Workforce Race Equality Standard
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Dalton Review Concerning Options for Providers of NHS Care (Department of Health / King’s Fund / KPMG / NHS Improvement)
Summary Sir David Dalton’s independent review of possible new options for providers of NHS care remains open for comments until the August 31st 2014. Full Text Link Reference Dalton Review 2014: new options for providers of NHS care. London [Online]: … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, National, NHS, NHS Improvement, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Acute Trusts, Addressing the Challenges of Increased Scale: Hospital Mergers (NHS Improvement), Aldwych Partners, Aligning Roles and Pay Grades: Hospital Mergers (NHS Improvement), ARK Schools, Balancing Merger Implementation and Maintaining Core Activities: Hospital Mergers (NHS Improvement), Barriers to Integration, Benefits of Integrated Care, Buddying, Building External Stakeholder Support: Hospital Mergers (NHS Improvement), Care in General Hospitals, Care Integration, Care Providers, Cass Business School, Central Manchester University Hospitals NHS Foundation Trust, Changes in Senior Management and Delays to Merger Process: Hospital Mergers (NHS Improvement), Circle, Clear and Compelling Narrative About Merger Benefits For Patients: Hospital Mergers (NHS Improvement), Clinical Savings Through Hospital Mergers (NHS Improvement), Codification, Collaboration, Community Hospitals, Community-Based / Community-Embedded District General Hospitals, Corporate Leadership and Management, Corporate Overhead Savings Through Hospital Mergers (NHS Improvement), Creating and Embedding a Common Culture: Hospital Mergers (NHS Improvement), Culture, Dalton Review (2014), Dalton Review Expert Advisory Panel, Dalton Review: New Options for Providers of NHS Care, Delivering Financial Savings through Hospital Mergers (NHS Improvement), Developing a Compelling Narrative to Acquire Another Organisation: Hospital Mergers (NHS Improvement), District General Hospitals, Easier Recruitment and Better Retention of Staff: Hospital Mergers (NHS Improvement), East of England Ambulance Service NHS Trust, Effective Management Across Multiple Sites: Hospital Mergers (NHS Improvement), Embedding a Common Culture in Merged Organisation(s): Hospital Mergers (NHS Improvement), Engaging with Stakeholders: Hospital Mergers (NHS Improvement), Features of High-Performing Health Systems, Federations, Financial Sustainability in the NHS, Foundation Trust Mergers, Foundation Trust Network (FTN), Foundation Trusts, Future Organisational Models for NHS, Future Sustainability of NHS Trust, General Hospitals, Geographically Disperse Multi-Service Chains, Health and Social Care Providers, Healthcare Providers, Helios, Hospital Chains, Hospital Collaboration and Take-Overs in the NHS, Hospital Franchises, Hospital Mergers, Hospital Mergers (NHS Improvement): Benefits From Mergers, Hospital Mergers (NHS Improvement): Experiences of Healthcare Providers in Delivering Merger Objectives, Hospital Mergers (NHS Improvement): Factors Influencing Success of NHS Mergers, Hospital Mergers (NHS Improvement): Improvements NHS Providers Have Achieved Through Mergers, Hospital Mergers (NHS Improvement): Lessons and Recommendations, Hospital Mergers (NHS Improvement): Lessons From Recent NHS Mergers, Hospital Mergers (NHS Improvement): Literature Review, Hospital Mergers (NHS Improvement): Making Mergers Work, Hospital Mergers (NHS Improvement): Service Improvements and Savings Achieved by NHS Trusts and Foundation Trusts, Hospital Mergers: From Strategic Rationale to Cultural Integration, Hospital Partnerships, Hospital-Led Integrated Care, Improving Clinical Service Delivery Through Hospital Mergers (NHS Improvement), Integrated Care and Support, Integrated Commissioning, Integration, Integration of Health and Social Care, Integration of Health and Social Care for Older People, International Comparisons, Joint Ventures, KPMG LLP, Learning and Clinical Networks, Levels of Organisational Change, Locality Based Single or Multi-Site Trusts, M&A, Maintaining Momentum of Implementation While Protecting Core Activities: Hospital Mergers (NHS Improvement), Management Contracts, Mergers and Acquisitions, Mergers and Acquisitions (M&A) Between Acute and Foundation Trusts, Mergers in the NHS, Mid Staffordshire NHS Foundation Trust, Monitor, Netherlands, NHS Mergers, NHS Reform, NHS Reform in England, NHS Trust Development Authority, NHS Trust Development Authority (TDA), NHS Trust Mergers, NHS Trusts, Norwich Clinical Commissioning Group, Operational Franchises, Partnerships and Joint Ventures, Perspectives for Dalton Review, Preparing and Planning Improvements Through Mergers: Hospital Mergers (NHS Improvement), Providers, Realising Savings by Centralising the Procurement Function: Hospital Mergers (NHS Improvement), Realising Savings in Clinical Support Services: Hospital Mergers (NHS Improvement), Reorganising Services Across Sites to Improve Patient Outcomes: Hospital Mergers (NHS Improvement), Salford Royal Hospitals NHS Foundation Trust, Salisbury NHS Foundation Trust, Service Providers, Setting Realistic Timeframes for Delivering Change: Hospital Mergers (NHS Improvement), Sir David Dalton: Chief Executive of Salford Royal NHS Foundation Trust, South Essex Partnership University NHS Foundation Trust, South Essex Partnership University NHS Foundation Trust (SEPT), Standardisation, Standardising Clinical Processes to Improve Patient Outcomes: Hospital Mergers (NHS Improvement), Sustainability, Sustainable Health and Care Services, Tenet Healthcare Corporation, Trafford Healthcare NHS Trust, University Hospital of North Staffordshire, University Hospitals Birmingham NHS Foundation Trust, University Hospitals of North Midlands, University Hospitals of North Midlands (Previously University Hospital of North Staffordshire), Values, West Midlands Ambulance Service NHS Foundation Trust, Workforce Improvements Through Hospital Mergers (NHS Improvement)
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