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Tag Archives: Institute for Healthcare Improvement (IHI)
Blueprint for Complex Care: Care for Individuals with Complex Health and Social Needs (National Center for Complex Health and Social Needs / IHI / Duke University / NIHR)
Summary The latest Institute for Healthcare Improvement (IHI) report covers multi-disciplinary and multi-agency approaches to better coordination in the provision of care for individuals with complex health and social needs, from a USA perspective. “The Blueprint for Complex Care is a joint … Continue reading →
Posted in Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, Integrated Care, International, Local Interest, Management of Condition, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Royal Wolverhampton NHS Trust, Standards, Universal Interest, Wolverhampton
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Tagged Accountable Care Organisations (ACOs), Accountable Care Organisations (in United States and England), Accountable Health Communities, Adult Social Care for People with Complex Needs, Advancing Integrated Care in England: Practical Path for Care Transformation, Ageing Population, Barriers to Integrated Care, Barriers to Integration, Barriers to Integration: Different Funding Models, Barriers to Integration: Different Workforce Cultures, Barriers to Integration: Difficulties in Effective Information Sharing, Barriers to Integration: Organisational Integration, Blueprint for Complex Care, Bridgespan Group: Strong Field Framework, Camden Coalition of Healthcare Providers (CCHP), Care of Frail Older People With Complex Needs, Center for Health Care Strategies, Center for Medicare and Medicaid Innovation (CMMI), Commonwealth Fund, Community Outreach, Complex Care, Complex Care and Multimorbidity, Complex Care Champions, Complex Care Ecosystem, Complex Chronic Conditions, Complex Comorbidities, Complex Conditions, Complex Needs, Complex Patients at Risk of Hospital Admission, Conceptual Model: Starter Taxonomy for High-Need Patients, Cross-Sector Partnerships, Data Sharing, Data Sharing for Better Health, Dr Robin Miller: Deputy Director of Health Services Management Centre at University of Birmingham, Duke University, Duke-Margolis Center for Health Policy, Effective Care for High Need Patients: National Academy of Medicine (NAM) Report, Global Health Innovation Center: Duke University, Health Care Innovation Awards, Health Services Management Centre (HSMC): University of Birmingham, Health Services Management Centre: University of Birmingham, HSMC: University of Birmingham, IHI: Institute for Healthcare Improvement, Innovation Accelerator Program, Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Integrated Care Partnerships and Accountable Care Organisations, Integrated Multi-Agency Care, Lived Experience, Medication Management, Multi-Agency Collaboration, Multi-Agency Integration, Multi-Agency Working, Multi-Disciplinary and Multi-Agency Working, National Center for Complex Health and Social Needs, National Institute for Health Research (NIHR), National Institute for Health Research Health Services and Delivery Research Programme, National Institute for Health Research Signal, NIHR Signal, Organisational Competencies to Accelerate Care Improvements, Outreach Services, Quality Improvement, Quality Measures, Robert and Lisa Margolis Family Foundation, Robert Wood Johnson Foundation, Robert Wood Johnson Foundation (RWJF), SCAN Foundation, School of Health and Related Research (ScHARR): University of Sheffield, Strong Field Framework, United States, University of Sheffield, USA, Value-Based Payments (VBP), Variability in Implementation (of Integrated Care), Vertical Integration, Vertical Integration (of Primary and Secondary Care)
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Contemplating the “Who” and “Why” in Quality Improvement: the Psychology of Change Framework (IHI / DHSC / FMLM / SCIE)
Summary The latest Institute for Healthcare Improvement (IHI) white paper presents a framework for the psychology of change in health care quality improvement. The aim is to increase the chances of successful change / service transformation, by addressing five domains … Continue reading →
Posted in Department of Health and Social Care (DHSC), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), International, National, NHS, NHS Improvement, Quick Insights, SCIE, UK, Universal Interest
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Tagged Adapt in Action (Motivational Experience), Authentic Relationships, Autonomy for Staff Innovation, Cambridge University’s Judge Business School, Clinical Executive Fast Track Scheme, Clinical Quality Improvement, Clinicians Moving Into Senior Leadership: Barriers and Enablers, Co-Design, Co-Design: People-Driven Change, Co-Production, Co-Production in Commissioning, Co-production in Quality Improvement, Co-Production: Authentic Relationships, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Collaborative Leadership, Continuous Learning Culture, Cultural Leadership, Culture of Empowerment and Support, Deborah Davis: Managing Director of NHS North West Leadership Academy, Deborah Davis: National System Leadership Lead at NHS Leadership Academy, Delegated Decision Making, Distributed Leadership Structure, Distribution of Power, Diversity in Leadership, Diversity of Thought (Idris Elba), Embracing Emergence, Faculty of Medical Leadership and Management (FMLM), Failing Forward, Failure, Future of Care Report: Number 9 (SCIE), Growth Mindset, Healthcare Quality Improvement, Healthcare Value Improvement, IHI Psychology of Change Framework, IHI White Paper: Psychology of Change Framework (2018), IHI: Institute for Healthcare Improvement, Innovative Leadership, Inspiring Communicating Delegating Empowering Empathetic Leadership, Institute for Healthcare Improvement (IHI), Integrated Care Systems (ICSs), Intrinsic Motivation, Leaders Comfortable With More Autonomy at All Levels, Leaders in Healthcare Conference (November 2018), Leadership and Culture, Leadership in Integrated Care Systems, Leadership Style, Learning Culture, Matt Hancock: Secretary of State for Health and Social Care, Motivational Enhancement, NHS Change Model: Shared Purpose, NHS Graduate Management Training Scheme, NHS Leadership Academy, NHS Leadership Academy Contacts, NHS Leadership Academy Contacts: East of England Leadership Academy, NHS Leadership Academy Contacts: West Midlands Leadership Academy, NHS Leadership Academy: Moving to NHS Improvement, NHS North West Leadership Academy (NHS NWLA), Open Culture, People-Driven Approaches to Change, Psychology of Change, Psychology of Change Framework for Advancing and Sustaining Improvement, QI: Quality Improvement, Quality Improvement, Quality Improvement Culture, Redesigning Care Pathways, Redesigning Services, Respect for Autonomy, Rt Hon Matt Hancock MP, Service Redesign, Shared Purpose, Skillsets for Technological Revolution and Speed of Change, Skillsets Suitable for Meeting NHS Long-Term Plan, Social Care Institute for Excellence (SCIE), Staff College, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Theory X Versus Theory Y (Basic Motivational Models), Transformative Culture, Transparent Learning Culture, Very Senior Manager (VSM) Level Diversity
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On the Not Yet Fully Realised Potential of Integrated Care (NHS England)
Summary It has been said before probably, but perhaps by none so great? Full Text Link Reference Leading healthcare professor Don Berwick says NHS could be world number one if it integrates care. [Online]: NHS England, May 1st 2018.
Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, NHS England, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Barriers to Joined-Up Care, Collaborative Working, Collaborative Working in Local Communities, Economic Sustainability, Frimley Health and Care: Integrated Care System (ICS), Health and Social Care Integration, Holistic Co-ordinated Care, IHI Triple Aim, IHI: Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Integrated Care Pioneers, Integrated Care Systems, Integration of Health and Social Care, Integration of Health and Social Care for Older People, Integration of Physical and Mental Health, Joined-Up Care, Joy in Work, Long-Term Conditions (LTCs), Making the NHS Among the Best in Europe, Making the NHS Among the Best in the World, Multi-Disciplinary Teams, Multi-Disciplinary Working, New Care Models, New Models of Care, New Models of Seamless Care, New Models of Service, NHS 70 (NHS 70th Birthday), NHS Sustainability, NHS: Safest Healthcare System in the World (Ambition), Potboiler, Professor Don Berwick, Quadruple Aim for All, Reducing Waste in the NHS, Sustainability, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship
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Compassionate Leadership and Innovation in Health Care (King’s Fund / Health Foundation / NHS Leadership Academy)
Summary Four aspects of organisational culture which might better promote innovative and high-quality care in the NHS are said to comprise: An inspiring vision and strategy. A culture of inclusion and participation. More open team and cross-boundary working. Greater support … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Education England (HEE), Health Foundation, Integrated Care, King's Fund, Local Interest, National, NHS, NHS Improvement, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Accelerating Innovation, Accountable Care Organisations (ACOs), Adopters and Adoption of Innovation, Adoption of Innovations, Advancing Quality Alliance (AQuA), AQuA (NHS Organisation), Aravind Eye Care Systems, Autonomy for Staff Innovation, Barriers to Innovation, Birmingham Women’s and Children’s NHS Foundation Trust, Cascading Leadership Pilot, Cascading Leadership: Leadership in Voluntary and Community Sector, Collaboration, Collaborative Care, Collaborative Leadership, Collaborative Working, Collective Leadership, Community-Based Dementia Care Networks, Compassion: the Core NHS Cultural Value, Compassionate Leadership, Compassionate Leadership and Innovation, Compassionate Leadership: Cultural Elements, Continuous Improvement, Cross-Boundary Care Pathways, Cross-Organisation Learning, Cross-Sector Collaboration, Cross-Sector Partnerships, Culture and Leadership, Culture Change, Culture of Care, Culture of Empowerment and Support, Culture of Safety, Culture: Lack of Leadership Support for Innovation (Barriers to Innovation), Culture: Provider/Commissioner Risk Aversion (Barriers to Innovation), Culture: Silo Thinking in System (Barriers to Innovation), Developing People - Improving Care: National Framework for Leadership Development (NHS Improvement), Diffusion of Innovation, Empathy in Design (IDEO), End to Silo Working, Facilitating Large Scale Change Skills Development Programme, Freeing the NHS to Innovate, Healthcare Leadership Model, HEE: Health Education England, High-Quality Home Care (Buurtzorg: Netherlands), Horizon-Scanning, Improving Patient Safety, Inclusion, Inclusiveness, Inspiring Vision and Strategy, Institute for Healthcare Improvement (IHI), Inter-Teamworking, Leadership and Organisational Development Team: King’s Fund, Leadership Development in NHS-Funded Services, Leadership for Culture Change, Leading Large Scale Change: A Practical Guide, Learning Culture, Narayana Health, National Improvement and Leadership Development Board (NILD), New Care Models, New Models of Care, NHS Culture, NHS Culture Change, NHS Healthcare Leadership Model, NHS Healthcare Leadership Model: Connecting Services, NHS Healthcare Leadership Model: Developing Capability, NHS Healthcare Leadership Model: Engaging the Team, NHS Healthcare Leadership Model: Evaluating Information, NHS Healthcare Leadership Model: Holding to Account, NHS Healthcare Leadership Model: Influencing for Results, NHS Healthcare Leadership Model: Inspiring Shared Purpose, NHS Healthcare Leadership Model: Leading With Care, NHS Healthcare Leadership Model: Nine Dimensions of Leadership Behaviour, NHS Healthcare Leadership Model: Sharing Vision, NHS Improvement’s National Framework for Leadership Development, NHS Leadership Academy, NHS Leadership Academy (NHS LA), NHS Leadership Academy Moved From NHS England to Health Education England, NHS Patient Safety Culture, NHS Quest, No Harm Culture, Open Culture, Organisational Culture, Patient Safety, Patient-Centred Culture, Positive Culture, Positive Inclusion and Participation, Problem-Solving and Innovation, Professional Silos, QI Culture, Quality Improvement, Research Culture, Sankara Eye, Shaping Culture, Sustainability and Transformation Plans (STPs), Sustainable Improvement Team and Horizons Team (NHS England), Sustainable Improvement Team: NHS England, Teamworking
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Quality Improvement Metrics: a New System For Measuring Whole System Performance (IHI)
Summary Analysts at the Institute for Healthcare Improvement (IHI) in the United States have developed an improved set of measures by which to assess the performance of health care organisations and health care systems. Their “Whole System Measures 2.0 (WSM … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, International, Local Interest, Person-Centred Care, Quick Insights, Standards, Statistics
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Tagged Access, Access to Care, Access to Healthcare Services, Accountability, Accountability and Integration, Accountability in Health and Social Care, Accountable Care Organisations, Accountable Care Organisations (ACOs), Accountable Care Organisations (in United States and England), Accountable Financial Stewardship, Affordability, Affordability of Care, Avoidable Admissions, Avoidable Harm, Avoidable Hospital Admissions, Clinical Quality Dashboards, Community Wellbeing, Community Wellbeing and Health Equity, Corporate Accountability, Corporate Social Responsibility, Dashboards, Days to Third Next Available Appointment, Disparities in Infant Mortality Rates, Encouraging Healthy Behaviour, End-User Experience, Equity (Stratification of Whole System Measures), Experience of Care, Experience of Care Domain Measures, Financial Stewardship, Functional Health Outcomes Score, Governance and Accountability, Health Care Cost Per Capita, Health Care Costs, Health Care Workforce, Health Inequalities, Healthy Behaviour, Healthy Behaviours, Healthy Lifestyles, Hospital Aquired Conditions, Hospital Days Per Decedent During Last Six Months of Life, Hospital Readmission Percentage, Hospital Standardized Mortality Ratio (HSMR), Hospital-Acquired Infections, IHI Innovation Series, IHI Triple Aim, IHI: Institute for Healthcare Improvement, Improving Patient Experience, Improving Population Health, Incidence of Nonfatal Occupational Injuries and Illnesses, Institute for Healthcare Improvement (IHI), Lifestyle Intervention Programmes, Local Health and Care Economies, Local Health and Care Services, Local Health and Social Care Economies, Local Health and Wellbeing, Local Health Economies, Measuring Whole System Performance, Monitoring Health and Health Care, Mortality Rates, Obesity, Optimal Lifestyle Metrics, Overweight, Patient Experience, Patient Experience Score, Patient Harm, Patient Satisfaction with Care Score, Per Capita Cost of Care Domain Measures, Population Health, Population Health and Prevention, Population Health Domain Measures, Population Health Perspective, Population Health Systems, Population Healthcare, Preventable Adverse Events, Preventable Harm, Preventable Hospital Admissions, Prevention, Prevention Agenda, Prevention Approaches, Quality Improvement, Quality Improvement Metrics, RAND Delphi Procedure, Rate of Adverse Events, Reducing Health Inequalities, Reliability of Core Measures, Serious Reportable Events (SREs), Social Responsibility, Societal Footprints, Toyota Specification, Triple Aim Initiative, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Unadjusted Raw Mortality Percentage, United States, Unmet Care Needs, Unmet Health Needs, Unmet Needs, Unmet Needs of Family Carers, Unmet Social Care Needs, USA, User Experience, Vital Signs Measure, Whole System Dashboards, Whole System Measures 2.0 (WSM 2.0), Whole System Measures 2.0 IHI White Paper, Whole System Measures 2.0: White Paper (2016), Whole System Measures IHI White Paper (2007), Whole System Measures: White Paper (2007), Whole-System Approaches, Workforce Wellbeing
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Local Health Systems: Principles of Re-Design and Performance Measurement (LGA / King’s Fund / ADASS / SOLACE / CfPS / ADPH)
Summary The Local Government Association has issued a list of basic principles for planning service re-design. Local systems should aim to meet these fundamental requirements for improving services to achieve better health and wellbeing outcomes. Full Text Link Reference Shared … Continue reading →
Posted in Charitable Bodies, Commissioning, Community Care, For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, King's Fund, Local Interest, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Access, Access to Healthcare, ADPH, Adult Social Care Outcomes Framework, Adult Social Care Outcomes Framework (ASCOF), Aggregate Performance Ratings in the NHS, Aggregate Ratings, Alignment of Websites and Tools, Annual Health Check, ASCOF: Adult Social Care Outcomes Framework, Association of Directors of Adult Social Services (ADASS), Association of Directors of Public Health (ADPH), Australia, Avoidable Premature Mortality, Better Care Better Value Indicators, Black and Minority Ethnic (BME), Black and Minority Ethnic (BME) Groups, Canada, Canadian Institute for Health Information, Canadian Institute for Healthcare Information’s In Brief Summary of Health System Performance, Cancer Performance Indicators, CCG Assurance Framework, CCG Assurance Framework 2015/16: Domains and Components of Assurance, CCG Outcomes Indicator Set (COIS), CCG Spend on Mental Health as Proportion of Overall Spend, CCGs: Clinical Commissioning Groups, Centre for Public Scrutiny (CfPS), CfPS: Centre for Public Scrutiny, Child and Adolescent Mental Health Services (CAMHS) Transformation Plans, Clinical Commissioning Groups (CCGs), Commissioning for Value Toolkit, Community Mental Health Services, CQC Provider Ratings, Dashboards, Delayed Transfer of Care to Social Care (DToC), Delayed Transfers of Care, Dementia Care Reviewed in Past 12 Months, Dementia Diagnosis Rates, Dementia Performance Indicators, Dementia Time to Referral to Memory Service, Dementia: Number of Patients / Carers With Care Plan, Diagnosis Rates, Dr Foster, Early Intervention in Psychosis, Effectiveness of Post-Diagnosis Dementia Care in Sustaining Independence and Improving Quality of Life, End-of-Life Care Performance Indicators, Grouping Performance Data by Domains of Performance and Population Groups, Health Improvement, Health Measures for Southern New South Wales (2011–12), Health Outcomes, Health Protection, HSCIC Indicator Portal, IHI Triple Aim, IHI: Institute for Healthcare Improvement, Illustrative List of Indicators Relevant to CCGs, Independent Cancer Taskforce, Indicator Sets, Institute for Healthcare Improvement (IHI), International Comparisons, International Frameworks, Key Performance Indicators, Learning Disabilities, Learning Disabilities Performance Indicators, LGA: Local Government Association, Life Expectancy Gaps, Local Accountability, Local Government Association: LGA, Local Health System Performance, Local Health Systems, Local Solutions: Place-Based Approaches, Long-Term Conditions (LTCs), Managing Care of People With Long-Term Conditions, Measuring Patient Experience, Measuring Performance in Local Health Systems, Mental Health Care Plan Approach, Mental Health Conditions, Mental Health Performance Indicators, Mental Health Re-Admissions Within 30 Days of Discharge, Mental Health Waiting Times, Mental Health Waiting Times Targets, New Zealand, NHS Atlases of Variation, NHS Choices MyNHS., NHS Comparators, NHS Digital (Previously NHS Choices), NHS England’s CCG Assurance Framework, NHS Outcomes Framework, NHS Performance Indicators, Northern Devon Healthcare NHS Trust, OECD Conceptual Framework for Health Care Quality Indicator Project, Organisation for Economic Co-operation and Development (OECD), Outcomes Framework Technical Advisory Group, Patient Experience, People With Dementia Prescribed Antipsychotic Medication, Performance Frameworks, Performance Indicators, Performance Measurement, Performance Measurement Frameworks, Perverse Incentives, PHOF: Public Health Outcomes Framework, Policy Priorities, Population Groups, Post-Diagnosis Support, Post-Diagnostic Dementia Support, Post-Diagnostic Support, Premature Mortality, Prevention, Pros and Cons of Aggregate Ratings, Public Health Agenda, Public Health England Fingertips, Public Health Improvement, Public Health Outcomes Framework, Public Health Outcomes Framework (PHOF), Quality of Life, Quality of Life Promotion, Rates of Exclusions from CCG QoF Registers (Mental Health), Recognition of Mental Health Conditions, Reduced Requirement for Antipsychotic Medication, Reducing Inappropriate Use of Antipsychotics, Reducing Premature Mortality, Regional Comparisons of Health Care Quality and Efficiency, Risk Stratification, Safeguarding Adults, Slope Index of Inequality in Life Expectancy, Social Gradient in Life Expectancy, Social Inequality and Inequalities in Life Expectancy, Society of Local Authority Chief Executives (SOLACE), Star Ratings for Care Services, Sweden, Swedish Association of Local Authorities and Regions, Swedish National Board of Health and Welfare, Technical Advisory Group, Unintended Consequences, United States, Working the System and Unintended Consequences, World Class Commissioning, Your Health System In Depth
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New Cross Hospital Dementia Care Bundle: a “New” Discovery (Health Foundation)
Summary The following case study from the Royal Wolverhampton NHS Trust covers how the Dementia Care Bundle (DCB) was implemented at New Cross Hospital and how this has improved patient safety. This apparently neglected item from the University of Worcester, … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Delirium, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, Local Interest, Management of Condition, Models of Dementia Care, New Cross Dementia Project, New Cross Hospital, NHS, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Practical Advice, Quick Insights, Royal Wolverhampton NHS Trust, Royal Wolverhampton NHS Trust Authorial Affiliation, Standards, UK, Universal Interest, Wolverhampton
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Tagged Acute Care, Acute Hospital Care, Acute Medical Ward for Dementia, All About Me Board, Association for Dementia Studies, Association for Dementia Studies: University of Worcester, Bundle Approach to Improving Care, Bundle Design, Care and Compassion, Care Bundle Approach, Care Bundle: Defined, Care Bundles (Approaches to Improving Care), Care in General Hospitals, Caring for People with Dementia on Hospital Wards, Cheryl Etches: Chief Nurse at Royal Wolverhampton NHS Trust, Cognitive Impairment in Hospital Settings, Comfort and Pain Management, Communication, Communication Problems, Compassion, Compassion and Care, Compassionate Care, Compassionate Care in Acute Hospital Settings, Critique and Evaluation of Dementia Care at New Cross Hospital, Critique and Evaluation of Specialist Hospital Dementia Care in the UK, Dementia Action Network (DAN), Dementia and Physical Illness Ward, Dementia Care Bundle, Dementia Care Bundle (DCB), Dementia Care in Acute General Hospitals, Dementia Care in Acute Settings, Dementia Care in an Acute Hospital (New Cross Hospital), Dementia Care in General Hospitals, Dementia Care in the Acute Hospital. Wolverhampton, Dementia Friendly Acute Hospitals, Dementia in General Hospital Inpatients, Dementia Outreach Team, Dementia Training Programme (RWHT), Dementia Ward, Dementia-Friendly Environmental Design, Dementia-Friendly Wards, Designing Care Bundles, General Hospital Care, General Hospitals, Grace Hampson (Project Manager of the New Cross Hospital Dementia Project), Improvement Methods for Re-design of Care Processes, Improving Patient Safety, Institute for Healthcare Improvement (IHI), Jennifer Bray: Association for Dementia Studies at University of Worcester, Julie Willoughby (Consultant Nurse: Dementia Services at Royal Wolverhampton NHS Trust), Matron Karen Bowley, Multi-Disciplinary Team (MDT), Multidisciplinary Teams, New Cross Hospital Dementia Care Bundle, New Cross Hospital Dementia Project, New Cross Hospital Dementia Ward, NHS West Midlands, Nutrition and Hydration, Organisational and Cultural Barriers, Overcoming Barriers, Patient Safety, Patient Safety in the NHS, Patient Safety Strategies, Patients With Acute Physical Illness and Co-Existing Dementia, Patients With Physical Illness and Dementia, Pauline Smith: Strategic Health Authority (NHS West Midlands), Physical Illness and Dementia Ward, Professor Dawn Brooker, Professor Dominic Upton, Purpose-Designed Dementia Ward, Royal Wolverhampton NHS Trust, University of Worcester, University of Worcester: Association for Dementia Studies, Worcester Association for Dementia Studies, Worcester University
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