Tag Archives: East London NHS Foundation Trust

More on Organisational Approaches to Quality Improvement (Health Foundation / BMJ)

Posted on May 4, 2019 by Dementia and Elderly Care News

Summary The Health Foundation’s report investigates lessons derived from sponsoring and evaluating quality improvement, whether at team, organisation and / or system levels. Case studies covering three NHS trusts in England with a CQC rating of “Outstanding” and which implemented … Continue reading →

Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Health Foundation, Integrated Care, National, NHS, Person-Centred Care, Quick Insights, UK, Universal Interest | Tagged AQuA’s QI Maturity Matrix, Barriers to Engagement, Barriers to Involvement, BMJ, BMJ Publishing Group Ltd, British Medical Journal (BMJ), Chamberlain’s QI Building Blocks Framework, Co-production in Quality Improvement, Compassionate Care, Compassionate Inclusive and Effective Leaders, Compassionate Leadership, Compassionate Leadership and Innovation, Compassionate Leadership: Cultural Elements, Culture and Environment, Culture of Compassionate Care, Delivering Safe and Compassionate Care, Department of Applied Health Research: University College London (UCL), East London NHS Foundation Trust, East London NHS Foundation Trust (ELFT), East London NHS Foundation Trust (QI), ELFT QI Method, Enablers of Organisational Improvement, GenerationQ, Getting It Right First Time (GIRFT), Health Foundation's Quality Improvement Reports, Improving Patient Safety, Infrastructure and Resources, Innovative Leadership, Intermountain Healthcare Delivery Institute, Intrinsic Motivation, Involvement and Participation, Jönköping County Council, Jönköping County Council: Sweden, Jönköping County Council’s QI Programme (Sweden), Johns Hopkins Medicine, Kaizen, Leaders Comfortable With More Autonomy at All Levels, Leadership, Leadership and Culture, Leadership and Governance, Leadership for Improvement Board Development Programme, Leadership Style, Lean and Quality Improvement, Lean Programme, Learning Culture, Learning-Based Approaches, Macro Meso and Micro Contributions to Quality Improvement, Macro Meso and Micro Contributions to Quality of Healthcare, Maximising Health Outcomes, Minimising NHS Costs, NHS Challenges and New Solutions, NHS Culture, NHS Culture Change, NHS Efficiency Savings, NHS Partnership with Virginia Mason Institute, Northumbria Healthcare NHS Foundation Trust, Open Culture, ORCA Tool, Organisation-Wide Approaches to Quality Improvement, Organisational Barriers to Improvement, Organisational Improvement, ORIC Measure, Outstanding Care, Overcoming Challenges to Improving Quality, Overcoming Inertia, Patient Safety, Patient-Centred Culture, People-Driven Approaches to Change, Positive Culture, Positive Inclusion and Participation, Problem-Solving and Innovation, QI Culture, QI: Quality Improvement, QSIR, Quality Improvement, Quality Improvement Approaches, Quality Improvement Culture, Quality Improvement Resources, Quality Service Improvement and Redesign (QSIR) Programmes, Redesigning Care Pathways, Redesigning Services, Reducing Waste in the NHS, Research Culture, Respect for Autonomy, Return on Investment From QI, RUBIS.Qi, Sheffield Teaching Hospitals NHS Foundation Trust: Microsystems Coaching Academy, Skills and Workforce, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Tackling Barriers to Innovation, Thedacare Accountable Care, Transformative Culture, Transparent Learning Culture, UCL Department of Applied Health Research, University College London (UCL), Virginia Mason Institute Production System, Western Sussex Hospitals NHS Foundation Trust | Leave a comment

Recent Report on the State of Care (CQC / DHSC / BBC News / NHS England / SCIE)

Posted on October 30, 2018 by Dementia and Elderly Care News

Summary The Care Quality Commission (CQC) recently released their annual State of Care report, which examines the performance and effectiveness of health and social care in England, on every front. It appears that patients’ experiences of care tend to depend on how well the components … Continue reading →

Posted in Acute Hospitals, BBC News, Commissioning, Community Care, CQC: Care Quality Commission, Department of Health, Department of Health and Social Care (DHSC), For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Management of Condition, National, NHS, NHS England, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, SCIE, Standards, Statistics, UK, Universal Interest | Tagged Acute Hospital Care, Acute Hospitals, Adult Safeguarding, Adult Social Care, Adult Social Care Provision (CQC), Adult Social Care Services, Adult Social Care Staff Vacancy Rates, Adult Social Care Workforce, Air Ambulances, Allied Healthcare, Ambulance Services, Asset-Based Approaches, Asset-Based Approaches to Health and Wellbeing, Autumn Budget (2018), Barriers to Joined-Up Care, BBC Health News, BBC Politics News, BBC Reality Check Team, Bed Occupancy, Beyond Alternative Approaches to Performance Management, Beyond Barriers Report: Alternative Approaches to Performance Management, Beyond Barriers Report: Local System Reviews, Beyond Barriers: Birmingham, Beyond Barriers: Bracknell Forest, Beyond Barriers: Bradford, Beyond Barriers: Coventry, Beyond Barriers: CQC Report (2018), Beyond Barriers: Cumbria, Beyond Barriers: East Sussex, Beyond Barriers: Halton and. Hampshire, Beyond Barriers: Hartlepool, Beyond Barriers: Liverpool, Beyond Barriers: Manchester, Beyond Barriers: Northamptonshire, Beyond Barriers: Oxfordshire, Beyond Barriers: Plymouth, Beyond Barriers: Sheffield, Beyond Barriers: Stockport, Beyond Barriers: Stoke-on-Trent, Beyond Barriers: Trafford, Beyond Barriers: Wiltshire, Beyond Barriers: York, Budget 2018: Key Points At-a-Glance, Care Quality Commission (CQC), Caring (CQC Inspection Question), Case Tracking, Chancellor Philip Hammond, Collaborative Working, Community Assets, Community Health Services, Comprehensive Model of Personalised Care, CQC Challenge to Health and Adult Social Care System, CQC Inspection Questions (Safe Effective Caring Responsive Well-Led), CQC Inspections of GP Surgeries, CQC Review of NHS Radiology Services (Planned), Delayed Transfers of Care, Delayed Transfers of Care (DETOCs), Dementia Care in the Acute Hospital, Deprivation of Liberty Safeguards (DoLS), Digital Interoperability, East London NHS Foundation Trust, Effective (CQC Inspection Question), End to Silo Working, Everett McKinley Dirksen (Quotation: Apocryphal?), Extended Access to Primary Care, Future of Care Report: Number 8 (SCIE), General Practice Workforce, Geographical Variations, GP Cooperatives and Out-of-Hours Services, GP Out-of-Hours Services, GP Practices, High Impact Change Model, High Impact Change Model (HICM), Hospital Bed Capacity, Hospital Beds, Improved Better Care Fund (iBCF), Improvements Following Re-inspection, Improving Patient Safety, Incentivising Better Joint Working, Independent Ambulance Services, Inspection of GP Out-of-Hours Services, Inspection of GP Practices, Institutional Silos, Joined-Up Care, Joint Commissioning, Joint Workforce Planning, Leadership, Local Community Assets, Local System Reviews, Local Systems Reviews Report (CQC), Local Variations, Mental Health Crisis Care, Mental Health Crisis Centres in Every Accident and Emergency Unit, Mental Health Crisis Hotline, Mental Health Services, Multi-Disciplinary Working, New Settlement for Health and Social Care, NHS Budget, NHS Community Health Services, NHS Hospital Bed Numbers, NHS Mental Health Services, NHS Sustainability, Number of Nursing Home Beds, Nursing Home Beds, Older People: Moving Between Health and Social Care Services, Paradigm Shift: From Service Silos to Systems Outcomes, Patient Safety, Prevention Green Paper, Primary Medical Services, Quality and Sustainability, Quality Improvement, Reablement, Recruitment and Retention, Responsive (CQC Inspection Question), Responsiveness, Risk Sharing: Sharing Risks and Rewards Between Health and Social Care Organisations, Safe (CQC Inspection Question), Safeguarding, Safeguarding Adults at Risk, Safeguarding Vulnerable Adults, Silo Working, Single Point of Access (SPA), Social Care Green Paper, Social Care Institute for Excellence (SCIE), Social Care Workforce, Staff Shortages, Staffing, State of Care 2017/18 (CQC), State of Care 2017/18 Report, State of Care 2017/8. Care Quality Commission (CQC): 2018, State of Care Report, State of Health Care and Adult Social Care in England 2017/18, Step Down, Sustainability, Training and Competency, Transforming Care and Support: Future of Care Report (SCIE), UK Homecare Association (UKHCA), UKHCA: UK Homecare Association, Unacceptable Variations, Urgent and Emergency Care (UEC), Variations in Quality of Care, Well-Led (CQC Inspection Question), Well-Led Indicators (CQC), Workforce Challenges, Workforce Issues | Leave a comment

NHS Operational Productivity: GIRFT Meets Mental Health and Community Health Services (Lord Carter / DHSC)

Posted on June 3, 2018 by Dementia and Elderly Care News

Summary Lord Carter’s latest report in the NHS Operational Productivity series shifts the attention to unwarranted variations in mental health and community health services. Potential savings of around £1 billion in efficiencies could be made by 2020/21, allegedly, if the … Continue reading →

The Latest CQC State of Care Report (BBC News / CQC / File on Four)

Posted on October 11, 2017 by Dementia and Elderly Care News

Summary The Care Quality Commission (CQC) annual State of Care report assesses the overall status of health and social care in England. The head of the CQC has alleged that parts of the NHS and social care may soon be … Continue reading →

Posted in Acute Hospitals, BBC News, Commissioning, Community Care, CQC: Care Quality Commission, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Local Interest, Management of Condition, National, NHS, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged Acute Hospital Care, Acute Hospitals, Adult Safeguarding, Adult Social Care, Adult Social Care Provision (CQC), Adult Social Care Services, Adult Social Care Staff Vacancy Rates, Ambulance Services, Barriers to Joined-Up Care, BBC Health News, BBC News Hampshire and Isle of Wight, BBC Radio Four’s “File on Four” Programme, Bed Occupancy, Care Quality Commission (CQC), Caring (CQC Inspection Question), Collaborative Working, Community Health Services, CQC Challenge to Health and Adult Social Care System, CQC Inspection Questions (Safe Effective Caring Responsive Well-Led), CQC Inspections of GP Surgeries, CQC Review of NHS Radiology Services (Planned), Delayed Transfers of Care, Delayed Transfers of Care (DETOCs), Dementia Care in the Acute Hospital, Deprivation of Liberty Safeguards (DoLS), East London NHS Foundation Trust, Effective (CQC Inspection Question), Embedding Equality, File on Four (BBC Radio 4), Geographical Variations, GP Cooperatives and Out-of-Hours Services, GP Out-of-Hours Services, GP Practices, Hospital Bed Capacity, Hospital Beds, Improvements Following Re-inspection, Improving Patient Safety, Independent Ambulance Services, Inspection of GP Out-of-Hours Services, Inspection of GP Practices, Joined-Up Care, Leadership, Local Variations, London Ambulance Service NHS Trust, Lung Cancer: False Negatives, Medicines Optimisation, Mental Health Care, Misdiagnosis of Chest X-Rays, Missed Lung Cancer, Multi-Disciplinary Working, NHS Community Health Services, NHS Future Precarious (CQC Allegation), NHS Hospital Bed Numbers, NHS Mental Health Services, NHS Radiology Services, NHS Sustainability, Northamptonshire Healthcare NHS Foundation Trust, Number of Nursing Home Beds, Nursing Home Beds, Patient Safety, Portsmouth Hospitals NHS Trust, Primary Medical Services, Quality and Sustainability, Quality Improvement, Queen Alexandra Hospital, Queen Alexandra Hospital (Portsmouth), Responsive (CQC Inspection Question), Responsiveness, Safe (CQC Inspection Question), Safeguarding, Safeguarding Adults at Risk, Safeguarding Vulnerable Adults, Staff Shortages, Staffing, State of Care 2016/17 (CQC), State of Care 2016/17 Report, State of Care Report, Sustainability, Tipping Point in Sustainability of Adult Social Care (Alleged), Training and Competency, Unacceptable Variations, Variations in Quality of Care, Well-Led (CQC Inspection Question), Well-Led Indicators (CQC) | Leave a comment

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

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

Summary A recent King’s Fund report explores the application of quality improvement approaches to improving the quality of mental health care. It is asserted that continuing improvements are best achieved by “empowering frontline teams, service users and carers to design, … Continue reading →

Introducing the NHS Improvement Directory (NHS Improvement)

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

Summary NHS Improvement have compiled an online directory listing a wide variety of websites and online resources which supply online improvement tools, case studies or networks to support innovation and quality improvement in health and social care. Full Text Link … Continue reading →

Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, NHS Improvement, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Practical Advice, Quick Insights, Standards, UK, Universal Interest | Tagged Academic Health Science Networks (AHSNs), Academy of Fabulous NHS Stuff, Academy of Medical Royal Colleges (AoMRC), AHSN Atlas, AHSN Atlas of Solutions in Healthcare, Beautiful Information, Best Possible Value: Future-Focused Finance Programme, Better Care Exchange, BMJ Quality, Care Improvement Works, Chief Scientific Officer's Quality Improvement Champions, Commissioning Handbook, Commissioning Handbook for Librarians, Compassionate Collaborative and Inclusive Leadership, Continuous Improvement, Continuous Learning, Continuous Learning and Improvement, Continuous Learning Culture, Continuously Improving Care, Continuously Improving Population Health, Continuously Improving Value for Money, Culture and Behaviour Change, Culture and Leadership, Culture Change, Culture of Raising Concerns, Culture of Safety, Culture of Zero-Harm, e-Learning for Health (e-LfH) Hub (HEE), e-learning for Healthcare, East London NHS Foundation Trust, East London NHS Foundation Trust (QI), ECL Sensory Service, EIDO Healthcare (Informed Consent-Specific Patient Information), Emergency Care Intensive Support Team (ECIST), Enhanced Health in Care Homes, Enhancing the NHS Through International Engagement (NHS International Activity), Ergsy, Every Birth a Safe Birth, Foundations of Improvement Science in Healthcare (FISH), Fracture Liaison Service Database (FLS-DB), Future Focused Finance (NHS Finances), Future Hospital Commission (FHC), Future Hospital Programme, Future Hospital Programme Partners, Health Foundation, Health Foundation's Q Initiative, Health Quality Ontario (Quality Compass), Healthcare Complaints Analysis Tool, Healthcare Complaints Analysis Tool (HCAT), Healthcare Quality Improvement Partnership (HQIP), Healthcare UK, Hertfordshire Community NHS Trust and Leicester Partnership NHS Trust's Health for Kids, Implementing Recovery through Organisational Change (ImROC), Improvement Directory (NHS Improvement), Information Exchange, Integrated Primary and Acute Care Systems, Joint Leadership, Kissing It Better, Knowledge 4 Commissioning, Knowledge Management Platform (PHE), Leadership, Leadership and Culture, Leadership Development, Leadership for Culture Change, Lean and Quality Improvement, Lean and Six Sigma, Learning Culture, Learning Environment (NHS England), Local Government Association: LGA, Local Leadership, Local Sustainability and Transformation Plans (STPs), Maternal Mental Health: Everyone's Business, Medicines and Healthcare Products Regulatory Agency (MHRA), Mental Health First Aid England, Mental Health Foundation (MHF), MINDSet, Multispecialty Community Providers, My NHS (MyNHS), National Collaborating Centre for Mental Health (NCCMH), National Hip Fracture Database, National Institute for Health and Care Excellence (NICE), National Joint Registry for England Wales Northern Ireland and Isle of Man (NJR), National Voices, NESTA: National Endowment for Science Technology and the Arts, NETS LeanApp, New Models of Care Vanguards, NHS Atlases of Variation, NHS Atlases of Variation in Health and Health Care, NHS Digital, NHS England AHSN Network, NHS England Learning Environment, NHS England's Realising the Value Programme, NHS Improvement Directory, NHS Leadership Academy, NHS Networks, NHS Sustainable Development Unit, NICE Savings and Productivity Collection, North East Transformation System (NETS), North East Transformation System Limited (NETS Ltd), Open and Supportive Culture, Open Culture, Oversight, PDSA (Plan Do Study Act) Model, PDSA Improvement Methodology, Peer-to-Peer Exchange of Ideas, Peer-to-Peer Learning, Plan Do Study and Act (PDSA), Promise to Learn: Berwick Report, Public Health England (PHE), Public Health Profiles, QI at East London NHS Foundation Trust, Quality and Service Improvement Tools, Quality Improvement, Quality Improvement Approaches, Quality Improvement Champions Group, Quality Improvement in General Practice, Quality Improvement Tools, RCP: Royal College of Physicians, Realising the Value, Rehab 4 Alcoholism, Richmond Group of Charities, Royal College of General Practitioners (RCGP), Royal College of Surgeons (RCS), Skills for Care (SfC), Social Care Institute for Excellence (SCIE), Social Care Online, Social Partnership Forum, Spreading Change, Statistical Process Control, Statistical Process Control Methodology, Sustainability and Transformation Plans (STPs), Sustainable Development Unit (SDU), System Leadership, Talent Management, Team Working, The Edge (Horizons Group of NHS England), Theory of Constraints, Time to Change, Time to Change Programme, Total Quality Management (TQM), Unicef: Baby Friendly Initiative, Urgent and Emergency Care Vanguards, Workforce Development | Leave a comment

Dementia Services: a Survey of Quality (Healthwatch Network / BMJ Open)

Posted on January 23, 2017 by Dementia and Elderly Care News

Summary A Healthwatch England report summarises feedback from over 1,000 people across the country about their experiences of dementia care, plus the results of findings from over 120 care homes visited. This document attempts to clarify what may be working … Continue reading →

Five Priorities for NHS and Social Care in 2017 (King’s Fund / BBC News / BMJ / Nuffield Trust)

Posted on January 5, 2017 by Dementia and Elderly Care News

Summary 2017 is going to be challenging for the NHS and social care, as the demand for care outstrips the supply of funding / resources. A King’s Fund briefing identifies five main priorities for the year ahead: Supporting new care … Continue reading →

Posted in Acute Hospitals, BBC News, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, King's Fund, Local Interest, National, NHS, Nuffield Trust, Quick Insights, RCN, Royal College of Psychiatrists, Standards, UK, Universal Interest | Tagged A&E Four-Hour Wait Standard, A&E Safe Staffing Levels, Accountable Care Organisations (ACOs), Adult Social Care Funding, Ageing Policy in the UK, Ageing Population, Alleged Humanitarian Crisis in NHS (Under-Funding for Social Care), Ambulance Diversions (Away From Over-Stretched Hospitals), Ambulance Diversions (“Diverts”), Available Beds, Bailouts and Rewards for Failure, Barker Commission, BBC News: Today (Radio 4), BBC Newsnight, BBC Politics News, BBC Radio 4 Today, BBC Radio 4's Today Programme, BBC Radio 4: Today Programme, BBC Regional News: Hereford and Worcester, Bed Availability and Occupancy, Black Alerts, BMJ Publishing Group Ltd, Brexit, British Medical Journal (BMJ), British Red Cross, Cancelled Cancer Operations, Cancelled Elective Operations, Cancelled Non-Elective Operations, Cancelled Operations, Cancer Waiting Times, Cancer: Waiting Times for Testing and Treatment, Capped Expenditure Process, Commission on the Future of Health and Social Care in England (Barker Commission), County Durham and Darlington NHS Foundation Trust, Cross-Party and Public Consensus On Sustainable Funding, Demand and Capacity, Demand for Social Care, Demand Versus Capacity Gaps, Department of Health Revenue Underspend (2016/17), Dr Mark Holland, Dr Mark Holland: President of Society For Acute Medicine (SAM), Dr Taj Hassan: President of Royal College of Emergency Medicine, East London NHS Foundation Trust, East Midlands Ambulance Service, Efficiencies and Productivity Gains, Financial Flows in NHS and Social Care, Four-Hour A&E Waiting Time Target, Frimley Park NHS Foundation Trust, Funding Deficits, Health and Social Care in the Community, Health Demand, Healthwatch Worcestershire, Hip and Knee Operations: Rationing, Humanitarian Crisis in NHS Hospitals and Ambulance Services (Allegation), Ian Eardley: Vice President of RCS, Inadequate Staffing, Jacqueline McKenna: Director of Nursing and Professional Leadership at NHS Improvement, Jeremy Corbyn (Labour Party Leader), Katherine Murphy: Chief Executive of the Patients Association, King’s Fund Barker Commission, Leadership Development, Long Waiting Times, Lord Carter Review, Lord Rose Report on Leadership in the NHS, Lord Rose Report: Better Leadership for Tomorrow, Low Morale, Mike Adamson: Chief Executive of British Red Cross, Mixed-Sex Accommodation (MSA) Breaches, Mixed-Sex Hospital Accommodation, New Care Models, New Models of Care, New Models of Service, NHS England’s Five Year Forward View, NHS England’s New Models of Care Programme, NHS Five Year Forward View (5YFV), NHS in 2017: Service Under Pressure, NHS Rationing, NHS Redditch and Bromsgrove CCG, NHS Safe Staffing, NHS South Worcestershire CCG, NHS Sustainability, NHS Trust Financial Deficits, NHS Waiting Times, NHS Wyre Forest CCG, Non-Emergency Waiting Times, Northumbria Healthcare NHS Trust, Nurse Staffing Levels, OPEL Level 3 Alerts, OPEL Level 4 Alerts, Operational Pressures Escalation Levels, Operational Pressures Escalation Levels (OPELs), Operational Pressures Escalation Levels Framework (NHS England), Operational Productivity and Performance (Carter Report), Patient Safety, Patients Seen in 4 Hours: NHS Local Performance Tracking Service (NHS Winter Project), Patients Waiting More Than Four Hours For Hospital Beds (Trolley Waits), Pennine Acute Hospitals NHS Trust, Peter Pinfield: Chairman of Healthwatch Worcestershire, Population Health, Priorities for Health and Social Care (King’s Fund), Priorities For NHS and Social Care in 2017, Productivity Improvements, Productivity in the NHS, Professor Keith Willett: NHS England’s Director of Acute Care, Public Dissatisfaction With Austerity, Red Cross, Referral to Treatment Waiting Times, Restrictions on Non-Emergency Surgery, Reverse-Acting Hawthorne Effect (Speculative Construct), Royal College of Emergency Medicine (RCEM), Royal College of Nursing (RCN), Royal College of Physicians (RCP), Royal College of Surgeons (RCS), Sick Man of Europe (Redefined), Simon Stevens: Chief Executive of NHS England, Society for Acute Medicine (SAM), South Tyneside NHS Foundation Trust, Staffing Levels, Sustainability, Sustainability and Transformation Plans (STPs), Sustainable Funding, The #OurNHS March (2017), Thinking Like a Patient and Acting Like a Taxpayer, Unhealthy Lifestyles, Unspoken Political Context: Weaponising the NHS (Speculative Construct), Urgent and Emergency Services: 2016-7 Winter From Hell (Allegation), Vacant NHS Posts, Waiting Times, Waiting Times for Planned Treatments, Western Sussex NHS Foundation Trust, Winter From Hell: 2016-7 (Allegation), Winter Pressures, Worcestershire Acute Hospitals NHS Trust, Worcestershire Royal Hospital | Leave a comment

Self-Care and the Patient Activation Measure (PAM) Tool (NHS England)

Posted on April 26, 2016 by Dementia and Elderly Care News

Summary NHS England has announced availability of an evidence-based tool designed to assist patients in obtaining person-centred support to manage their own care. The Patient Activation Measure (PAM) is a tool in the armoury of the Self-Care Programme, and is … 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), In the News, Integrated Care, International, King's Fund, Local Interest, Management of Condition, Mental Health, National, NHS, NHS England, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, UK, Universal Interest | Tagged Ageing Population, Ageing Society, Allocating Resources, Anu Singh: NHS England’s Director of Patient & Public Voice and Insight, Australia, Awareness and Understanding, Awareness of Potential Risks, Awareness Raising, “One You” Campaign, Canada, Care and Support Planning in General Practice, CCG Learning Environment, CCGs: Clinical Commissioning Groups, Clinical Commissioning Groups (CCGs), Clinician Support for Patient Activation (CS-PAM), Clinician Support for Patient Activation (CSPAM), Clinician Support for Patient Activation Measure (CSPAM), Community Mental Health, Community Mental Health Services, Dementia Risk Prevention, Dementia Risk Reduction, Denmark, Department of Planning Public Policy and Management: University of Oregon, Development of CSPAM Score (and Rasch Analysis), Diabetes Education, Dr Alf Collins: NHS England's National Clinical Advisor, Dr Karen Eastman: Clinical Director for NHS Horsham and Mid Sussex CCG, Dr Karen Eastman: GP Partner at Brow Medical Centre in Burgess Hill (West Sussex), Dr Karen Eastman: NHS England’s Person Centred Care Working Group, Dr Karen Eastman: NHSE PAM Learning, Dr Karen Eastman: RCGP Champion for Care and Support Planning, Dr Ollie Hart: Clinical Lead for Person-Centred Care at NHS Sheffield CCG, East London NHS Foundation Trust, Eating and Drinking, Economic Sustainability, Education and Awareness, Epidemiological Concepts, Epidemiology, Exemplar Social Movements, Financial Sustainability in the NHS, Forward View Into Action: New Care Models, Germany, Health Affairs (Journal), Health Affairs (Project Hope), Health and Wellbeing, Health Inequalities, Health Inequalities in England, Health Policy Research Group: University of Oregon, Healthy Ageing, Healthy Behaviours, Healthy Communities, Healthy Lifestyles, Healthy Living, Improving Local Public Health, Institute for Sustainable Environments: University of Oregon, Integrated Personal Commissioning (IPC) Programme, Integrated Personal Commissioning Sites, Interventions for Social Isolation and Loneliness in Men, Interventions to Increase Patient Activation, Jane Cummings: Chief Nursing Officer for England, Japan, Learning Environment (NHS England), Life Course Approach, Life-Course Approach to Healthy and Active Ageing, Lifestyle, Lifestyle Risk Factors, Long-Term Conditions (LTCs), Long-Term Conditions and The Mandate, Managing Care of People With Long-Term Conditions, Managing Your Health and Well-Being, Mandate to NHS England, Measuring Patient Activation, Neighbours in Poplar, Netherlands, NHS Crawley, NHS England Five Year Forward View, NHS England Learning Environment, NHS England's Realising the Value Programme, NHS England’s Patient Activation Narrative, NHS England’s Realising the Value Programme for Patient and Community Empowerment (NHS England)., NHS England’s Supported Self Care Programme, NHS Five Year Forward View (5YFV), NHS Horsham and Mid Sussex CCG, NHS Horsham and Mid-Sussex, NHS Mandate, NHS Sheffield CCG, NHS Tower Hamlets, Norway, Nudge, Obesity, Obesity Time-Bomb, Overlapping Risk Factors, PAM and CSPAM Measures, PAM: Patient Activation Measure, Patient Activation, Patient Activation Measure (PAM), Patient Activation Measure (PAM) Tool, Patient Activation Measure Licences, Patient Activation: Costs and Outcomes, Patient and Community Empowerment, Patient and Public Participation, Patient Choice, Patient Competencies, Patient Control, Patient Empowerment, Patient Empowerment Movement, Patient Engagement, Patient Engagement Strategies, Patient Expectations, Patient Experience, Patient Factors (Demand Side), Patient Involvement, Patient Safety, Patient Supported Self-Management Programme, Poplar and Limehouse Health Network, Prevention, Prevention Agenda, Prevention Programmes, Preventive Care, Preventive Services, Professor Alf Collins: NHS England’s National Clinical Advisor for the Personalisation and Choice Group, Protective Factors, Quality and Outcomes Framework; the Patient Activation Measure (PAM), Realising the Value, Realising the Value Programme, Reducing Demand (Treatment and Recovery), Reducing Downstream Spending (Prevention Public Health and Self-Care), Reducing Health Inequalities, Reducing Waste in the NHS, SAPPHIRE Group, SAPPHIRE Group (Social Science Applied to Healthcare Improvement Research): University of Leicester, Self-Care, Self-Care Programme, Self-Determination, Self-Directed Services, Self-Directed Support, Self-Directed Support for Long Term Conditions, Self-Help, Self-Management, Self-Management in Chronic Illness, Self-Management Support, Service User Involvement, Sir Derek Wanless: Wanless Challenge, Social Isolation, Somerset Practice Quality Scheme (SPQS), Staying Healthy for Longer, Support for Self-Care, Supported Self Care Programme (NHS England), Supported Self-Care, Supporting People to Manage Their Health, Supporting Self-Care, Sustainability and Transformation Plan (STP) Areas, Sustainable Health and Social Care, Sustainable Improvement Team: NHS England, Tailored Health Coaching Service, Tailored Health Coaching: NHS Horsham and Mid Sussex CCG, Targeting and Allocating Resources, Type 2 Diabetes, UK Renal Registry, University of Leicester, University of Leicester: SAPPHIRE Group (Social Science Applied to Healthcare Improvement Research), University of Oregon, Wanless Challenge (2002), Your Move | Leave a comment

Quality Improvement: Case Studies From Five NHS Trusts (Health Foundation)

Posted on March 2, 2015 by Dementia and Elderly Care News

Summary This Health Foundation report describes how five UK trusts tackled quality improvement. It provides a checklist to consider when planning, designing and delivering “improvement capability building programmes”. Full Text Link Reference Jones, B. [and] Woodhead, T. (2015). Building the … Continue reading →

Posted in Acute Hospitals, Charitable Bodies, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Health Foundation, Integrated Care, National, NHS, Practical Advice, Quick Insights, UK | Tagged 000 Safety Fellows (Health Foundation), 5, Alignment of Services Across Health and Social Care Sectors, Alignment With NHS Priorities, Ashridge Business School, Bright Ideas, Bright Ideas (Innovation), Clinical Microsystems Coaching Programme, Coaching and Mentoring, Connecting Care Programme, Continuing Imrovement, Continuous Improvement, Continuous Learning, Continuous Learning and Improvement, Continuous Learning Culture, Culture and Leadership, Culture Change, Culture of Safety, Culture of Zero-Harm, East London NHS Foundation Trust, Flow Cost Quality, GenerationQ, Group Coaching, Health Foundation Programmes, IHI Open School, IHI: Institute for Healthcare Improvement, Improvement Capability Building Programmes (Quality Improvement), Improving Patient Safety, Institute for Healthcare Improvement (IHI), Lack of Alignment in Organisation, Learning Reports (Health Foundation), Mental Health and Community Care in England, Mentorship, Microsystem Coaching Academy (MCA), Open and Supportive Culture, Organisational Culture, Patient Experience, Patient Safety, QI Culture, QI Projects, Quality, Quality Improvement, Quality Improvement Activity (QIA), Quality Improvement Approaches, Quality Improvement Fellowships, Quality Improvement Terminology, Quality Innovation, Redesigning Services, Reducing Harm, Royal Devon and Exeter NHS Foundation Trust, Safety Quality and Experience (SQE), Salford Royal NHS Foundation Trust, Scaling Up Improvement, Shaping Culture, Sheffield Teaching Hospitals NHS Foundation Trust, Sir David Dalton: Chief Executive of Salford Royal NHS Foundation Trust, South Eastern Health and Social Care Trust, South Eastern Health and Social Care Trust (SEHSCT), Spreading Improvement Ideas, Ulster Hospital in Dundonald. SEHSCT, Unipart Expert Practices, Where-What-How (Right Care Approach) | Leave a comment

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