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Tag Archives: Leadership for Quality
Generic Patient Pathway Quality Standards (WMQRS)
Summary The West Midlands Quality Review Service (WMQRS) has developed generic standards to support NHS organisations in the West Midlands in improving the quality of services. Generic standards are deliberately not specific to particular patient pathways or types of service; … Continue reading
Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), Integrated Care, Local Interest, Management of Condition, NHS, Person-Centred Care, Physiotherapy, Quick Insights, Standards, UK
Tagged Acquired Brain Injury, Acquired Brain Injury Quality Standards, Assessing Quality, Audits, Benefits Advice, Brain Injury Assessment and Management Guidelines, Brain Injury Management Guidelines, Care of Vulnerable Adults, Care of Vulnerable People, Care Planning, Carer's Needs, Commissioning of Services, Commissioning of Services for Adults with Acquired Brain Injury, Community Service for People with Acquired Brain Injury, Contact for Queries and Advice, Data Collection, Discharge Guidelines, Discharge Information, Discharge Planning, Discharge Planning Protocol (In-Patient Services), Document Control, Facilities and Equipment, Follow-Up and Evaluation of Longer-Term Outcomes, General Support for Patients and Carers, Generalist Inpatient Pathways, Generic Patient Pathway Quality Standards, Governance, Guidelines and Protocols, Individual Care Plans (Complex Needs), Information and Support for Patients and Carers, Involving Patients and Carers, Involving Users and Carers, Key Performance Indicators, Lead Healthcare Professional, Leadership for Quality, Liaison with Other Services, Monitoring and Management Guidelines, Multi-Disciplinary Review and Learning, Needs Assessment and Strategy, NHS Herefordshire Clinical Commissioning Group, NHS Quality, Nutrition and Hydration in Severe Brain Injury, Patient Pathways, Personalised Care Planning, Preventing Secondary Complications in Severe Brain Injury, Primary Care Guidelines, Primary Care Information and Support, Quality Improvement, Quality in the NHS, Quality Monitoring, Quality of Care, Quality Standards, Rehabilitation Plans, Review of Care Plans, Service Competences and Training Plans, Service Organisation and Liaison with Other Services, Specialist Inpatient Pathways, Specialist Services for People with Acquired Brain Injury, Staffing, Staffing Levels and Skill Mix, Support Services, West Midlands, West Midlands (Birmingham), West Midlands Quality Review Service (WMQRS), WMQRS Quality Standards, Wye Valley NHS Trust, Wye Valley NHS Trust: Community Service for People with Acquired Brain Injury.
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Leadership, Leadership, Leadership: Two Models and an Analogy (King’s Fund / Center for Creative Leadership / Monitor / CQC / NHS TDA / NHS Networks)
Summary The King’s Fund recently released a paper on “Developing collective leadership for health care” with the Center for Creative Leadership. This discusses the role of leadership in developing “caring cultures”, and argues for collective leadership (as opposed to top-down … Continue reading
Posted in Charitable Bodies, Commissioning, CQC: Care Quality Commission, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, King's Fund, National, NHS, Quick Insights, Standards, UK
Tagged Board Leadership, Capability and Culture, Care Pathways, Care Quality Commission (CQC), Care Quality Commission’s Inspection Regime, CCL: Center for Creative Leadership (US), Center for Creative Leadership, Collaborative Leadership, Collective Leadership, Collective Leadership for Health Care, Collective Leadership Strategy, Commissioner Requested Services (CRS), Compassionate Care, Continuity of Service, Effective Governance, Good Governance, Governance, Governance and Accountability, Governance Reviews, Health Care Leadership, Healthcare Leaders, Joy of Governance (Comedic Insight), Joy of Leadership (Comedic Insight), Leadership, Leadership and Culture, Leadership Concept, Leadership Development, Leadership for Compassionate Care, Leadership for Quality, Leadership in Health Care, Leadership in the NHS, Leavdership Development, Local Leadership, Location Specific Services, LSS: Location Specific Services, Monitor, Monitor and NHS Foundation Trust Engagement for Mergers and Acquisitions, Monitor's Risk Assessment Framework (RAF), Monitor’s Code of Governance and Compliance Framework, Monitor’s Enforcement Guidance, Monitor’s Quality Governance Framework, Multi-Agency Collaboration, Multidisciplinary Teams, National Advisory Group on the Safety of Patients in England, NHS Culture, NHS Foundation Trusts, NHS Governance and Accountability, NHS Leaders, NHS Leadership, NHS Managers, NHS Networks, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), Oversight of Governance Systems, Pioneer Teams Programme, Process and Structures, Quality Governance, Repercussions From the Francis Inquiry Report, Risk Assessment Framework (RAF), Salford Royal NHS Foundation Trust, Team-Focused Practice, Trust Leadership, Well-Led Framework for Governance Reviews
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Leadership Role in Improving Care and Reducing Costs (NIHR / IHI)
Summary The National Institute for Health Research (NIHR) has collated evidence on management and leadership. Findings from sixteen recent studies on leadership and management practice are reviewed. The aim is to improve services for patients, whilst keeping control of costs. … Continue reading
Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), International, Management of Condition, National, NIHR, NIHRSDO, Patient Care Pathway, Quick Insights, Standards, Systematic Reviews, UK, Universal Interest
Tagged Allied Health Professionals (AHPs), Bellin Health in Wisconsin, Boundarilessness, British Association of Medical Management, Budget Management, Care Management, Clinical Commissioning, Clinical Engagement, Clinical Leadership, Clinical Leadership for Cross Boundary Service Redesign, Collaboration, Create Vision and Build Will, Cultural Leadership, Developing Capability, Domains of the IHI High-Impact Leadership Framework, Evidence-Based Management, Faculty of Medical Leadership and Management (FMLM), Financial Management, Front Line Engagement, General Management, Health Services and Delivery Research Programme (NIHR), High-Impact Leadership, IHI High-Impact Leadership Framework, IHI Innovation Series, Implications of the Francis Inquiry Report, Institute for Healthcare Improvement (IHI), Knowledge to Action, Leadership, Leadership and Culture, Leadership Development, Leadership for Innovation, Leadership for Quality, Leadership in Health Care, Learning Programmes, Management and Leadership, Management Research, Management vs Leadership, Masters / Master of Business Administration (MBA), Mayo Clinic in Jacksonville, Medical Directors, Medical Engagement and Leadership, Medical Leadership, Memorial Hermann Health System, Mental Models for Health Care Leadership, Middle Management in Healthcare, Monitor, Multi-Professional Clinical Leadership, National Institute for Health Research (NIHR), National Institute for Health Research (NIHR) Service Delivery and Organisation (SDO), NHS Leadership, NHS Leadership Academy Top Leaders, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NIHR Health Services and Delivery Research Programme, Nursing Management, Organisation-Level Improvement in Health Care, Patient-Centred Leadership, Performance Management, Person-Centeredness, Professional Leadership, Provider Management, Quality Improvement, Quality Improvement Approaches, Regional Leadership Academy, Relentless Focus, Repercussions From the Francis Inquiry Report, Service Improvement in Healthcare, Service Redesign, Seven Leadership Leverage Points, Shaping Culture, Southampton University, STate Action on Avoidable Rehospitalizations (STAAR) Initiative, STEEEP Global Institute, Talent Management, Transparency, University of Southampton, Virginia Mason Health System
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My Home Life: Promoting Quality of Life in Care Homes (Joseph Rowntree Foundation)
[A version of this item features in Dementia: the Latest Evidence Newsletter (Royal Wolverhampton NHS Trust), Volume 3 Issue 4, November 2012]. Summary The“My Home Life: Promoting Quality of Life in Care Homes” report summarises a three-year action research study. … Continue reading
Posted in Age UK, Charitable Bodies, Community Care, For Carers (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Joseph Rowntree Foundation, Management of Condition, National, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, UK, Universal Interest
Tagged Advocacy Plus, Best Practice in Care Homes, Care Home Culture, Care Home Leadership, Care Homes, Care Transitions, Centre for Policy on Ageing, City University, City University London, Commission on Dignity in Care, Commission on Dignity in Care for Older People Report, Creating Community, Delivering Dignity, Dementia Care in Care Homes, Dementia UK, Dignity, End of Life Care, Good Practice in Care Homes, Leadership, Leadership for Quality, Maintaining Identity, Managing Transitions, MHL Leadership Support and Community Development Programme, MHL Personalisation Themes, Mike Nolan (Relationship-Centred Care), My Home Life, My Home Life (MHL), National Development Team for Inclusion (NDTi), Partnership Working, Quality of Life Indicators, Quality of Life Promotion, Quality of Life Research, Relationship-Centred Care, Rowntree Foundation, Senses Framework, Shared Decision-Making, Staff Motivation, Voice Choice and Control
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