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Tag Archives: Institute for Healthcare Improvement
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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Staff Empowerment and Engagement in the NHS (King’s Fund)
Summary A recent King’s Fund report summarises case studies at four NHS trusts with high medical engagement. The aim is to assist organisations create a culture and framework in which doctors are encouraged and enabled to engage in the leadership … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), King's Fund, National, NHS, NHS Improvement, Practical Advice, Quick Insights, Standards, UK
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Tagged Active Engagement, Barriers to Engagement, Barriers to Involvement, Berwick Review of Patient Safety, Center for Creative Leadership, Chris Ham: The King’s Fund, Clinical Engagement, Clinical Involvement in Policy Decisions, Clinical Leaders, Clinical Leadership, Clinical Policy Group (CPG), Collective Leadership, Collective Leadership for Health Care, Continuous Improvement, Continuous Learning, Continuous Learning Culture, Cross-Organisation Learning, Devolution (NHS Reform), Devolved Decision-Making, Doctors as Clinical Leaders, Education and Training, Employee Engagement, Empowerment, Engagement on Quality, Front Line Engagement, GE, Geisinger, Governance, Healthy Leadership Strategic Framework, IHI: Institute for Healthcare Improvement, Innovation and Improvement, Institute for Health Leadership: Department of Health in Western Australia, Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Institute of Clinical Leadership: University of Warwick Medical School, Inter Mountain, Jonkoping, Leadership Development, Learning From Mistakes, Learning From Others (Nationally and Internationally), Learning Organisations, Medical Engagement and Leadership, Medical Engagement: Checklist, Multi-Agency Senior Leadership Programme, Multi-Professional Clinical Leadership, New York Presbyterian, Northumbria Healthcare NHS Foundation Trust, Promise to Learn: Berwick Report, Quality Improvement, Quality Improvement Approaches, Reforming the NHS From Within: Beyond Hierarchy, Salford Royal NHS Foundation Trust, SDA Bocconi School of Management (Milan), Sharing Learning, Southern Health NHS Foundation Trust, Staff and Associate Specialist (SAS) Doctors Leadership Development Programme, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Types of Clinical Leadership, University College London Hospitals (UCLH), University College London Hospitals NHS Foundation Trust, University of Warwick Medical School, Virgin Atlantic, Virginia Mason Institute, Windsor Leadership Trust
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Quality Improvement Approaches for Health and Care (Health Foundation / BMJ Quality and Safety / Journal of Oncology Practice / IHI / BMJ)
Summary This Health Foundation has produced a guide to the main approaches to improving quality, explaining the origins and underlying principles of the dominant schools of thought. The efficacy and applicability of these ideas for healthcare are discussed. Full Text Link … Continue reading →
Posted in Commissioning, For Researchers (mostly), Integrated Care, NHS, Patient Care Pathway, Person-Centred Care, Practical Advice, Quick Insights, Standards, Systematic Reviews, UK, Universal Interest
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Tagged 1000 Lives Plus, Abdominal Aortic Aneurysm Quality Improvement Project (AAA-QIP), Advisory Board Company, American Society of Clinical Oncology, Armand V Feigenbaum, BMJ Quality and Safety, Change Model, Chronic Kidney Disease Engaging with Clinicians and Patients (ENABLE-CKD), CLAHRCs: NIHR Collaborations for Leadership in Applied Health Research and Care, Clinical Communities, Clinical Community Approach to Quality Improvement, Closing the Gap through Clinical Communities, Co-Design and Co-Delivery, Commissioning for Quality and Innovation (CQUIN) Indicators, Continuing Imrovement, CQUIN Frameworks, Efficiency, Engagement to Mobilise; Transparent Measurement and Rigorous Delivery, Experience-Based Co-Design (EBCD), Glocal Working, Harm Free Care, Harvard Medical School (Boston), Health Foundation, Hiraeth (Welsh), IHI's Collaborative Model for Achieving Breakthrough Improvement, IHI: Institute for Healthcare Improvement, Imperial College London, Improving Lung Cancer Outcomes Project (ILCOP), Innovation, Innovation and Co-Design, Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Institute for Healthcare Improvement: Cambridge (US), Joseph Juran, Journal of Oncology Practice, Kaizen, Kaoru Ishikawa, Lean and Quality Improvement, Lean and Six Sigma, London, Model for Improvement, Model for Improvement: FOCUS, National Institute for Health and Care Excellence (NICE), National Institute for Health Research (NIHR) Collaboration for Leadership in Applied Health Research and Care (CLAHRC) for North-West London, NHS Change Model, NHS Change Model: Engagement to Mobilise, NHS Change Model: Improvement Methodology, NHS Change Model: Leadership for Change, NHS Change Model: Rigorous Delivery., NHS Change Model: Shared Purpose, NHS Change Model: Spread of Innovation, NHS Change Model: System Drivers, NHS Change Model: Transparent Measurement, NHS Efficiency Savings, NHS Improving Quality (NHS IQ), Patient Experience, Patient Involvement, Patient Safety, Patient Satisfaction, PDSA (Plan-Do-Study-Act) Cycles, PDSA Cycles, PDSA Improvement Methodology, Pioneers of Quality Improvement, Plan Do Study and Act (PDSA), Plan-Do-Study-Act (PDSA) Cycle, Process Reengineering, Professor Don Berwick, Quality, Quality Improvement, Quality Improvement Approaches, Quality Improvement Scotland, Quality Improvement Terminology, Quality Innovation, Reciprocal Peer Review for Quality Improvement, Redesigning Services, Reds, Science of Improvement, Service User Involvement, Six Dimensions of Healthcare Quality, Social Care Institute for Excellence (SCIE), Statistical Process Control, Systematic Reviews and Meta-Analyses, Theory of Constraints, Timely Care, Total Quality Management (TQM), Transparent Measurement, US Institute of Medicine, User Involvement, W Edwards Deming, Zero Harm
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