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Tag Archives: David Bennett: Chief Executive of Monitor
Reducing Length of Stay in Hospitals (Nuffield Trust / Monitor)
Summary Variations in patients’ length of stay imply there should be significant opportunities to reduce length of hospital stay; whether through improvements to internal processes or development of alternative community-based services. This Nuffield Trust report explores which approaches to reducing … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Delirium, Diagnosis, End of Life Care, Falls, Falls Prevention, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, Non-Pharmacological Treatments, Nuffield Trust, Patient Care Pathway, Person-Centred Care, Personalisation, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Acute Hospital Care, Acute Hospitals, Acute Savings per Bed Day, Advance Planning, Alignment of Routine Follow-Up Intensity to Patient Risk Profiles, Assessment Before Discharge, Average Length of Stay (Hospitals), Bed Days, Bed Use (Acute Hospitals), Bed-Blockers, Bed-Blocking Patients (Non-Recommended Term), Blaylock Assessment, British Geriatrics Society (BGS), Bundled Approaches, Care Bundle Approach, Care of Frail Older People With Complex Needs, Care Seven Days a Week, Care Transitions, Care Transitions of Older People, Clinical Engagement, Communication During Handovers, Complex Discharge, Complex Needs, Comprehensive Geriatric Assessment (CGA), Consultant Led Ward Rounds, Continuous Improvement, Continuous Learning, Continuous Monitoring, Culture of Assumed Trust and Professionalism, Culture: Constantly Challenging Preconceptions That Patients Need to be in Hospital, David Bennett: Chief Executive of Monitor, Day-of-Surgery Admission, Delirium Superimposed on Dementia, Dementia Care in the Acute District General Hospital, Dementia Care in the Acute Hospital, Dementia Friendly Acute Hospitals, Dementia in the Acute Hospital, Devolved Decision-Making, Discharge, Discharge Coordination, Discharge Coordinators, Discharge Planning, Discharge Seven Days a Week, Discharge Support, Early Discharge Support, Emergency Care Intensive Support Team, End-of-Life Care in Acute Hospitals, Enhanced Recovery, Enhanced Recovery (ER) Pathways, Enhanced Recovery Care Pathways, Enhanced Recovery Programmes (ERPs), Frail Older People With Complex Needs, Frailty Units, Frailty Units and Services, Greater Manchester Commissioning Support Unit, Handover, Handover Records, Healthcare Closer to Home (Monitor), Hospital Discharge, Hospital-Acquired Infections, Identification of Patients At Risk of Complex Discharge on Admission, Immobility, Impact of Delirium on Length of Stay, Impact of Dementia on Length of Stay, Improving Patient Flow, Improving Productivity in Elective Care: Operational Opportunities, Information Systems, Inpatient Palliative Care, Integrated Care for Older People With Complex Needs, Integrated Care Pathways, Integrated Discharge Process, Integrated Out-of-Hospital Care, Lean Enterprise Academy, Length of Stay, Length of Stay (LoS), Managing Transitions, Mayo Audit Tool: Northumbria Healthcare NHS Foundation Trust, MDTs: Multidisciplinary Teams, Medical Care Assessment Protocol (MCAP), Monitor, Moving Healthcare Closer to Home, Multidisciplinary Patient Management, Multidisciplinary Team Care, Multidisciplinary Teams, National Patient Safety Agency (NPSA), Nine Areas of Operational Improvement in Elective Care: Alignment of Routine Follow-Up Intensity to Patient Risk Profiles, Nine Areas of Operational Improvement in Elective Care: Day-of-Surgery Admission, Nine Areas of Operational Improvement in Elective Care: Optimised Theatre Scheduling and Management, Nine Areas of Operational Improvement in Elective Care: Proactive management of infections and readmissions, Nine Areas of Operational Improvement in Elective Care: Specialisation and Extended Roles in Theatre or Outpatient Procedure Teams, Nine Areas of Operational Improvement in Elective Care: Standardisation of Ward Care and Enhanced Recovery, Nine Areas of Operational Improvement in Elective Care: Stratification of Patients by Risk, Nine Areas of Operational Improvement in Elective Care: Streamlined Outpatients and Diagnostics, Nine Areas of Operational Improvement in Elective Care: Surgical Teams Informed and Supported to Use Theatres Effectively, Northumbria Healthcare NHS Foundation Trust, Nutrition and Hydration, Oak Group and Greater Manchester Commissioning Support Unit, Optimised Theatre Scheduling and Management, Out-of-Hospital Care, Out-of-Hospital Services, Palliative Care, Patient Discharge, Patient flow, Patient Flow Within Hospitals, Patient Flows, Patient Handovers, Patient Transfer to Alternative Settings, Positive and Proactive Care, Pressure Ulcers: Prevention, Priorites Within Acute Hospitals, Proactive Care Plans, Proactive Case Management, Proactive management of infections and readmissions, Proactive Patient Management, Proactive Patient Rounds, Productivity in Elective Care, Quality Improvement, Reducing Catheter Associated Urinary Tract Infections, Reducing Immobility, Rehabilitation in Acute Hospitals, Separating Elective Surgical Admissions, Seven Day Consultant Led Multidisciplinary Ward Rounds, Seven Day Services, Seven-Day Hospital Services, Seven-Day NHS Services, Seven-day Rounds and Supporting Services, Seven-Day Services in Hospital, Seven-Day Working, Shared Decision-Making, Short Stay Units for Elderly Patients, Short-Stay Observation and Assessment Units, Short-Stay Units, Single Point of Access (SPA), Smoother Patient Flows, SPA: Single Point of Access, Specialisation and Extended Roles in Theatre or Outpatient Procedure Teams, Specialist Frailty Services, Specialist Frailty Units, Staff Engagement, Standardisation of Ward Care and Enhanced Recovery, Stratification of Patients by Risk, Streamlined Outpatients and Diagnostics, Surgical Teams Informed and Supported to Use Theatres Effectively, Targeted Care, Tracking Patient Progress, Transition Planning, Transitions, Trends in Acute Activity: Trends to 2022, Trends in Emergency Admissions in England, Understanding Patient Flow in Hospitals (Nuffield Trust), Urinary Tract Infections (UTIs), Ward Rounds, Weekend Ward Rounds, Whole System Patient Flows
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Monitor and Trust Development Authority Under Single Leadership: Delivering Better Support to Hospitals (Department of Health / Monitor)
Summary Closer working between Monitor and the NHS Trust Development Authority (NHS TDA) should help reduce lack of standardisation and inconsistency, and help to embed hospital patient safety as an NHS priority. All NHS hospitals, whether foundation trusts or non-foundation … Continue reading →
Posted in Acute Hospitals, Commissioning, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, National, NHS, Quick Insights, Standards, UK, Universal Interest
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Tagged Acute Care, Acute Care Services, Acute Hospital Care, Acute Hospital Regulatory Model, Acute Hospitals, BBC Health News, Bob Alexander: NHS Trust Development Authority (TDA), Chief Patient Officer, Claire Read: Secretary to HSJ Future of NHS Leadership Inquiry, Clinical Leaders, Clinical Leadership, Closer Working Between Monitor and NHS TDA, Commissioning Inspection and Regulation, Compassionate Care in Acute Hospital Settings, Coordinated Regulatory Action, Dame Gill Morgan DBE, Dame Gill Morgan: Chair of NHS Providers, Dame Gill Morgan: HSJ Future of NHS Leadership Inquiry, David Bennett: Chief Executive of Monitor, Dementia Care in the Acute Hospital, Denigration of NHS Leadership, Double Jeopardy Problem for Clinical Leaders, Dr David Bennett, Dr Emma Stanton: Associate Chief Medical Officer at Beacon Health Options and Chief Executive at Beacon UK, Dr Emma Stanton: HSJ Future of NHS Leadership Inquiry, End to Silo Working, Foundation Trusts, Future of NHS Leadership Inquiry (HSJ June 2015), Health Service Journal (HSJ), Hospital Patient Safety Strategies, HSJ, HSJ Future of NHS Leadership Inquiry, Identifying and Supporting Potential Leaders, Improving Patient Safety, Inspection and Regulation, Jim Mackey: Chief Executive of NHS Improvement, Jim Mackey: Former Chief Executive of Northumbria Healthcare NHS Foundation Trust, Leadership in the Clinical Curriculum, Legislation and Regulation, Management and Leadership Training, Monitor, NHS Foundation Trusts (NHSFTs), NHS Improvement: New Health Sector Regulator, NHS Leadership, NHS Leadership Academy (NHS LA), NHS Regulation, NHS TDA, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Development Authority (NTDA), NHS Trust Development Authority (TDA), NHS Trusts and Foundation Trusts, Nicholas Timmins: HSJ Future of NHS Leadership Inquiry, Nicholas Timmins: King’s Fund, Non-Foundation Trusts, Over-Complexity, Patient Safety, Preventable Deaths in English Acute Hospitals, Priorites Within Acute Hospitals, Problems in Care in English Acute Hospitals, Professor Laura Serrant: HSJ Future of NHS Leadership Inquiry, Professor Laura Serrant: Professor of Community and Public Health Nursing at Wolverhampton University on Secondment to NHS England, Provider Appraisal And Regulation, Provider Regulation, Rationalisation of Reporting and Regulation, Reactions to the Francis Inquiry Report, Reducing Complexity, Reducing the Number of Organisations, Regulating Healthcare Systems, Regulating Healthcare Systems: Monitor, Regulation, Regulation of Governance, Regulators Sharing Information, Regulatory System, Removing Regulatory Barriers, Repercussions From the Francis Inquiry Report, Richard Lewis: EY (Ernst & Young), Richard Lewis: HSJ Future of NHS Leadership Inquiry, Rt Hon. Stephen Dorrell MP, Secondary (Acute Hospital) Care, Secondary Care, Single Regulatory Process, Sir Robert Naylor: Chief Executive of University College London Hospitals NHS Foundation Trust, Sir Robert Naylor: Health Service Journal Panel / Report on the Future of NHS Leadership, Sir Sam Everington: Chair of NHS Tower Hamlets Clinical Commissioning Group and Board Member of NHS Clinical Commissioners, Sir Sam Everington: HSJ Future of NHS Leadership Inquiry, Sir Sam Everington: Senior GP in Tower Hamlets, Stephen Dorrell: HSJ Future of NHS Leadership Inquiry, Stephen Dorrell: Senior Advisor to KPMG / Programmes Commissioned by the NHS Leadership Academy, Systems Complexity, Troubled NHS Foundation Trusts, Turnaround of Challenged and Failing Foundation Trusts
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Seven-Day Health Service Commitment, Plus Focus on Prevention, Care Redesign and Efficiency Linked to Investment (NHS England / BBC News / RCN / HSJ)
Summary On the same day that David Cameron / Jeremy Hunt renewed pledges to maintain NHS funding, recruit 5,000 new GPs and create an NHS health service operating seven-days a week, Simon Stevens has spoken of action in pursuit of … Continue reading →
Posted in BBC News, Commissioning, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Social Workers (mostly), In the News, Integrated Care, Mental Health, National, NHS, NHS England, Person-Centred Care, Quick Insights, RCN, Standards, UK, Universal Interest
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Tagged 5000 More GPs by 2020 and Surgeries Open Seven Days Per Week ("Surreal Obsession" BMA Claim), 5YFV: NHS Five Year Forward View, AbbVie, Access to GP Services, Advanced Nurse Practitioners, Agency Staff (Exorbitant Waste of NHS Funding), Better Procurement, BMA's "Surreal Obsession" Attack on 5000 More GPs by 2020 and Surgeries Open Seven Days Per Week, Bureaucracy and Burnout, Care Seven Days a Week, Centralised Procurement (Economies of Scale), Clampdown on Staffing Agencies, Clinical Nurse Specialists Nurse Practitioners, Consultancy Contracts Over £50k: Clampdown, Crowd Herding and Social Media, David Bennett: Chief Executive of Monitor, David Cameron, Dr Chaand Nagpaul: British Medical Association, Dr Peter Carter: Chief Executive and General Secretary at Royal College of Nursing, Economic Sustainability, Efficiency, Efficiency Savings, Finance and Procurement, Foreign Nurses, Former Health Secretary Jeremy Hunt, GP Recruitment, GP Scorecard: Quality Improvement, GP Scorecard: Transparency, Health Economics, Health Service Journal (HSJ), HSJ, Immigration Controls, Immigration Rules, Jane Cummings: Chief Nursing Officer for England, Management Consultants, Migrant (Non-European) Workers, Migrant Salary Rules, Migration Advisory Committee, Monday to Friday NHS Culture, Monitor, Monitor’s Provider Sustainability Directorate, National Conversation: Obesity the New Smoking, National Institute for Health and Care Excellence (NICE), NHS Confederation Annual Conference 2015, NHS Efficiency Savings, NHS England’s Five Year Forward View, NHS Five Year Forward View (5YFV), NHS Funding, NHS Pay Review Body (NHSPRB), NHS Procurement, NHS Services Seven Days a Week, NICE Safe Staffing Programme (Suspension), Non-European Nurses, Non-European Workers, Nurse Consultants, Nurse Staffing Levels, Obesity is the New Smoking, Obesity Risk Factor, Over-Reliance on Agency Staff, Prevention, Procurement, Provider Sustainability Directorate (PSD), Quality and Sustainability, RCN Congress 2015, RCN Position on Seven Day Care, Redesigning Care Pathways, Redesigning Services, Reduction in Bureaucracy, Review Body on Doctors’ and Dentists’ Remuneration (DDRB), Royal College of Nursing (RCN), Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Safe Staffing Letter (June 2015), Safe Staffing Levels, Senior Nurses in the NHS, Service Redesign, Seven Day Care in England, Seven Day Services, Seven-Day GP Access, Seven-Day NHS Services, Seven-Day Opening, Seven-Day Services for Emergency Hospital Admissions: Costs Versus Benefits, Seven-Day Services in Hospital, Seven-Day Services in the Community, Seven-Day Working, Shortages of Senior Nurses, Simon Stevens: Chief Executive of NHS England, Staffing Agencies Charging NHS Extortionate Rates, Staffing Levels, Staffing Levels and Skill Mix, Sustainability, Sustainable Funding, Sustainable Health and Care Services, System Re-Design, Twitter Campaigns: Crowd Herding, Ward Staffing Levels, Working Evenings and Weekends
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Vanguard Sites: Local Exemplars of New Care Models Programme (NHS England / BBC News / Monitor / NHS TDA)
Summary A series of local pilots have been initiated to explore novel approaches whereby hospitals, GPs, community services and care homes can work together in a more “joined-up” manner to provide better integrated care for patients in England. The 29 … Continue reading →
Posted in Acute Hospitals, BBC News, Charitable Bodies, 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, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Personalisation, Quick Insights, Standards, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Airedale NHS Foundation, BBC Health News, Benefits of Integrated Care, Better Together (Workington), Bottom-Up NHS Reform, Calderdale Health and Social Care Economy, Care Integration, Caregiver Support, Carer Support, Carer Support Services, Community Mental Health, Community Mental Health Services, Community Nursing, Conditions for Integration, Coordinated Care, David Bennett: Chief Executive of Monitor, David Flory: Chief Executive of NHS Trust Development Authority, Dementia Long-Term Care and Support, Dementia Long-Term Services, Derbyshire Community Health Services NHS Foundation Trust, Dr Stephanie Machin: Robin Hood Health Centre in Sutton, Dudley CCG, East and North Hertfordshire CCG, Enhanced Health in Care Homes, Enhanced Personalised Care Plans, Five Year Forward View (NHS England), Fylde Coast Local Health Economy, Gold Line and Intermediate Care Hub, Hampshire and Farnham CCG, Harrogate and Rural District CCG, Health and Social Care: Integration Transformation Fund, Home Care, Integrated Care and Support, Integrated Care for Older People With Complex Needs, Integrated Commissioning, Integrated Primary and Acute Care Systems, Integrated Primary and Acute Care Systems (PACS), Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Hampshire and Farnham CCG, Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Harrogate and Rural District CCG, Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Isle of Wight, Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Lancashire North, Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Mansfield and Ashfield and Newark and Sherwood CCGs, Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Northumbria Healthcare NHS Trust, Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Salford Together, Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Wirral University Teaching Hospital NHS Foundation Trust, Integrated Primary and Acute Care Systems (PACS) - Vanguard Site: Yeovil Hospital, Integrated Primary and Acute Care Systems (PACS) Vanguard Sites, Integration Transformation Fund, Integration Transformation Fund (aka Better Care Fund), Isle of Wight, Lakeside Surgeries, Lancashire North, Local Integration, Long-Term Care (LTC), Long-Term Care and Support, Long-Term Conditions, Long-Term Conditions (LTCs), Long-Term Health and Social Support, Long-Term Services and Support (LTSS), Long-Term Treatment, Mansfield and Ashfield and Newark and Sherwood CCGs, Modality Multi Specialty Community Provider Vanguard (MCP), Models of Care: Age-Related Models, Models of Care: Integrated Models, Models of Enhanced Health in Care Homes, Models of Enhanced Health in Care Homes - Vanguard Site: Airedale NHS Foundation, Models of Enhanced Health in Care Homes - Vanguard Site: East and North Hertfordshire CCG, Models of Enhanced Health in Care Homes - Vanguard Site: Newcastle Gateshead Alliance, Models of Enhanced Health in Care Homes - Vanguard Site: NHS Wakefield CCG, Models of Enhanced Health in Care Homes - Vanguard Site: Nottingham City CCG, Models of Enhanced Health in Care Homes - Vanguard Site: Sutton CCG, Models of Enhanced Health in Care Homes Vanguard Sites, Monitor, Multi-Specialty Community Providers, Multispecialty Community Providers (MCPs), Multispecialty Community Providers (MCPs) - Vanguard Site: Calderdale Health and Social Care Economy, Multispecialty Community Providers (MCPs) - Vanguard Site: Derbyshire Community Health Services NHS Foundation Trust, Multispecialty Community Providers (MCPs) - Vanguard Site: Fylde Coast Local Health Economy, Multispecialty Community Providers (MCPs) - Vanguard Site: Lakeside Surgeries, Multispecialty Community Providers (MCPs) - Vanguard Site: NHS Dudley CCG, Multispecialty Community Providers (MCPs) - Vanguard Site: NHS Sunderland CCG and Sunderland City Council, Multispecialty Community Providers (MCPs) - Vanguard Site: Primary Care Cheshire, Multispecialty Community Providers (MCPs) - Vanguard Site: Principia Partners in Health, Multispecialty Community Providers (MCPs) - Vanguard Site: Southern Hampshire, Multispecialty Community Providers (MCPs) - Vanguard Site: Stockport Together, Multispecialty Community Providers (MCPs) - Vanguard Site: Tower Hamlets Integrated Provider Partnership, Multispecialty Community Providers (MCPs) - Vanguard Site: Vitality, Multispecialty Community Providers (MCPs) - Vanguard Site: West Wakefield Health and Wellbeing Ltd, Multispecialty Community Providers (MCPs) - Vanguard Site: Whitstable Medical Practice, Multispecialty Community Providers (MCPs) Vanguard Sites, New Care Models: Vanguard Sites, New Models of Care, Newcastle Gateshead Alliance, NHS Dudley CCG, NHS England's Five Year Forward View (2014), NHS Forward View, NHS Sunderland CCG and Sunderland City Council, NHS TDA, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority, NHS Trust Development Authority (NTDA), NHS Trust Development Authority (TDA), NHS Wakefield CCG, Northumbria Healthcare NHS Trust, Nottingham City CCG, Paul Maubach: Chief Executive of Dudley Clinical Commissioning Group, Primary Care Cheshire, Principia Partners in Health, Professor Don Berwick, Redesigning Care Pathways, Redesigning Local Healthcare Systems, Redesigning Services, Salford Together, Samantha Jones: Director of New Models of Care at NHS England, Service Redesign, Service Redesign (Telehealth), Sir Sam Everington: National GP Advisor, Sir Sam Everington: Senior GP in Tower Hamlets, Southern Hampshire, Stockport Together, Support for People with Complex Needs, Supporting Carers, Sutton CCG, Sutton Homes of Care Vanguard – Hospital Transfer Pathway (Red Bag), Telemedicine, Tower Hamlets Integrated Provider Partnership, Vanguards: New Care Models Programme, Vitality, West Wakefield Health and Wellbeing Ltd, Whitstable Medical Practice, Wirral University Teaching Hospital NHS Foundation Trust, Yeovil Hospital
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GP Out-of-Hours Services: Learning From International Acute Care Models (Monitor / Committee of Public Accounts / NAO)
Summary Monitor studied acute service models internationally to inform the development of potential new models of care in the NHS. “…the NHS may be able to reduce attendances at A&E and provide better services for patients if it was able … 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), In the News, Integrated Care, International, National, National Audit Office, NHS, NHS England, Patient Care Pathway, Quick Insights, Standards, Statistics, UK
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Tagged 5YFV: NHS Five Year Forward View, Accident and Emergency Attendances, Australia, Canada, Case Studies: Electronic Intensive Care Units (eICU) in the USA, Case Studies: Emergency Pathway at Capio St Goran Hospital, Case Studies: GP Posts in the Netherlands, Case Studies: Maternity Services in France, Case Studies: Maternity Services in Stockholm County Sweden, Case Studies: Paediatric Care and the Electronic Child Health Network (eCHN) in Ontario, Committee of Public Accounts, Country Overviews, David Bennett: Chief Executive of Monitor, Electronic Intensive Care Unit (eICU) Hub Site, Electronic Patient Record (EPR), Emergency Admission Rates in UK, Emergency Admissions, Emergency Attendances, Factors Behind Increasing Emergency Admissions, Five Year Forward View (NHS England), Formal Patient Transfers and Protocols, France, Germany, Good Practice in Reducing Emergency Admissions, GP Out-of-Hours Services, Holland, House of Commons, House of Commons Committee of Public Accounts, International Comparisons, Margaret Hodge, Monitor, National Audit Office (NAO), National Audit Office on Out-of-Hours GP Services, Netherlands, NHS Five Year Forward View, NHS Pathways: Integrating Urgent Care, Out-of-Hours General Practice, Out-of-Hours GP Services in England, Out-of-Hours Urgent Care, Patient Record Sharing, Patient Records, Professor Terence Stephenson, Reducing Unplanned Hospitalisation, Reducing Unscheduled Admissions, Remote Care Monitoring, Remote Secondary Care Follow-Up, Remote Working, Risk-Tiered Systems, Service Lines: Accident and Emergency, Service Lines: Acute Medicine, Service Lines: Critical Care, Service Lines: Details of Networks and Standards, Service Lines: Emergency Surgery, Service Lines: Maternity, Service Lines: Paediatrics, Service Lines: Stroke, Shared Clinical Governance, Sweden, Sweden’s Stockholm County, Telehealth to Monitor Patients Remotely, Three-Tier Network of Intrapartum Maternity Care, Urgent Care Networks, Urgent Care Units, USA
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NHS Financial Deficit Rises Towards £500m (BBC News / Monitor / NHS TDA)
Summary The deficit for the NHS in England during the first few months of the financial year was nearly £500m, largely due to rising demand. A total of 86 out of 147 NHS foundation trusts in England are running up … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), In the News, Integrated Care, Local Interest, National, NHS, Northern Ireland, Quick Insights, Standards, UK, Universal Interest
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Tagged Accident and Emergency Attendances, Accident and Emergency Statistics, Acute Care, Acute Hospital Care, Agency Staff, Agency Staff (Exorbitant Waste of NHS Funding), Ambulance Response Times, Ambulance Targets, Bank And Agency Staff, BBC Health News, BBC Radio 4, BBC Radio 4: PM Programme, Belfast Health and Social Care Trust, Cancer Targets, Capital Expenditure, Cash and Capex, Chris Hopson: Chief Executive of NHS Providers, Constrained Funding, Contract and Agency Staff, Cost Improvement Programmes, Cost Pressures in Hospitals, Cost Savings, David Bennett: Chief Executive of Monitor, Demand-Side Factors, Demographic Change and Public Services, Demographic Changes, Derby Hospitals NHS Foundation Trust, EBITDA Margin Trend, EBITDA: Earnings Before Interest Tax Depreciation and Amortisation, Enforcement Actions, Financial Audit of NHS Bodies, Financial Constraints, Financial Context, Financial Difficulties, Financial Performance, Financial Planning, Financial Position of NHS Trusts, Financial Pressure in the NHS, Financial Pressures, Financial Resilience, Financial Sustainability in the NHS, Four-Hour A&E Waiting Time Target, Funding Deficits, GRR: Governance Risk Rating, Healthcare Targets, Hospital Waiting Times, NHS Challenges and New Solutions, NHS Expenditure, NHS Foundation Trust Performance, NHS Foundation Trusts, NHS Foundation Trusts (NHSFTs), NHS Foundation Trusts: Quarterly Performance Report, NHS Foundation Trusts’ Accounts Data, NHS Funding Gap, NHS Resource Spending in England, NHS Spending, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Development Authority (TDA), NHS Trust Financial Deficits, NHS Trusts and Foundation Trusts in Special Measures: One Year On, NHS Trusts’ and Foundation Trusts’ Income and Expenditure, NHSFT Sector, Nicholson Challenge, Non-Foundation Trusts (Finances), Operating Expenses, Operating Revenue for EBITDA, Performance of Foundation Trust Sector, Revenue Analysis, S Curve (YTD Surplus / Deficit Margin by Trust), Special Measures, Special Pleading (Hospital Management), Troubled NHS Foundation Trusts, Waiting Time Standards, Waiting Time Target Breaches, Winter Pressures
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CQC Inspection Report Criticises Furness General Hospital Dementia Unit (BBC News)
Summary The Care Quality Commission (CQC) attributed problems in the standards of care in the Ramsay Unit at Furness General Hospital primarily to “chronic staff shortages”. New admissions to the unit were halted by the Cumbria Partnership NHS Foundation Trust briefly, after an … Continue reading →
Posted in Acute Hospitals, BBC News, CQC: Care Quality Commission, For Carers (mostly), For Nurses and Therapists (mostly), In the News, National, NHS, NHS England, Patient Care Pathway, Proposed for Next Newsletter, Quick Insights, Standards, UK, Universal Interest
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Tagged Avoidable Harm, Avoidable Mortality, Avoidable Premature Mortality, Capacity and Capability of Regulators, Care Quality Commission (CQC), Care Quality Commission Monitor and Department of Health Liaison, Central Manchester Report (December 2011), Central Manchester University Hospital Diagnostic Review (2011), Central Manchester University Hospitals NHS Foundation Trust, Centre for Maternal and Child Enquiries (CMACE), Clinical Risk Recognition and Planning, Complexity in the Complaints System, Corporate Self-Interest (Ahead of Patients), Cover-Ups (Attributed), CQC Failings, CQC Hospital Inspections, Culture, Culture Change in the NHS, Cumbria, Cumbria Partnership NHS Foundation Trust, David Behan: Chief Executive of Care Quality Commission, David Bennett: Chief Executive of Monitor, David Flory: Chief Executive of NHS Trust Development Authority, Delayed Problem Recognition, Dr Bill Kirkup CBE, Dr Mike Durkin: NHS England’s Director of Patient Safety, Dr Peter Carter: Chief Executive and General Secretary Royal College of Nursing, Failure of Communications and Inadequate Processes, False Assurance, Fielding Report, Flynn Report, Former Health Secretary Jeremy Hunt, Foundation Trust Status, Foundation Trust Status Distractions, Freedom to Speak Up Report: Principle 1: Culture of Safety, Freedom to Speak Up Report: Principle 2: Culture of Raising Concerns, Freedom to Speak Up Report: Principle 7: Raising and Reporting Concerns, Furness General Hospital, Furness General Hospital Dementia Unit, Furness General Hospital in Cumbria, Furness General Hospital: Ramsay Unit, General Medical Council (GMC), Gold Command, Gold Command Process, Health and Safety Executive (HSE), Health and Social Care (Community Health and Standards) Act 2003, Health Systems in Transition (HiT), Hospital Mortality, Hospital Mortality Rates, Inspection and Regulation, Joshua Titcombe, Kirkup Recommendations for Wider NHS, Lack of Clarity About Roles, Lack of Clarity on Overall Responsibility, Local Supervising Authority, Local Supervising Authority Midwifery Officer (LSAMO), Missed Opportunities, Morecambe Bay Inquiry, Morecambe Bay Investigation Report, Negative Culture, NHS Accountability, NHS Corporate Self-Interest, NHS Culture, NHS Litigation Authority (NHSLA), NHS Litigation Authority’s Clinical Negligence Scheme for Trusts (CNST) Reports, NHS Managerial Self-Interest, NHS Micro-Climates, NHS Regulation, NHSLA Accreditation, North West Health Authority, North West Strategic Health Authority (NW SHA), Nursing and Midwifery Council (NMC), Openness, Over-Complexity, Over-Reliance on External Approval, Over-Reliance on External Judgments, Over-Reliance on Judgments of Others, Parliamentary and Health Services Ombudsman, Patient Safety, Peter Carter: Royal College of Nursing, Preventable Hospital Mortality, PricewaterhouseCoopers (PwC) review of Trust-Wide Governance, Professor Sir Bruce Keogh, Quality Surveillance Groups, Recommendations for the University Hospitals of Morecambe Bay NHS Foundation Trust, Reducing Complexity, Regulating Healthcare Systems, Regulating Healthcare Systems: Monitor, Regulation, Regulators, Regulators Sharing Information, Regulatory and Professional Bodies, Regulatory Gaps in Healthcare, Regulatory System, Report Into Maternity Care at Cumbria’s Furness General Hospital, Report of the Morecambe Bay Investigation, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Safe Staffing Levels, Scrutiny, Scrutiny of Perinatal and Maternal Deaths, Second Mid Staffs: Furness General Hospital Parallels, Serious and Untoward Incidents (SUIs), Simon Stevens: Chief Executive of NHS England, Staffing (Hospitals), Staffing Levels, Systems Complexity, Target Culture, Target-Chasing (Hitting the Target Missing the Point), Transparency and Accountability, Una O’Brien: Department of Health, Unannounced Care Quality Commission Inspection, Unannounced Hospital Inspections, University Hospitals of Morecambe Bay NHS Trust, Unnecessary In-Hospital Deaths, Whistleblowing, Workplace Culture
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