Tag Archives: Leadership

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

Progress Towards Achieving Better Value / Reducing Waste in the NHS (King’s Fund / NHS Providers)

Posted on October 6, 2018 by Dementia and Elderly Care News

Summary A King’s Fund report investigates recent work on the value agenda, i.e. efforts aimed at reducing unnecessary costs while maintaining or improving the quality of care. This is based mostly on experience at three diverse NHS acute hospital trusts: … Continue reading →

Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, King's Fund, NHS, Person-Centred Care, Quick Insights, UK, Universal Interest | Tagged Achieving Better Value, Acute Care, Acute Hospital Care, Ageing Population, Allocative Efficiencies, Allocative Value, Better Procurement, Better Value, Better Value Healthcare, Better Value in the NHS, Better-Value Services, Bolton NHS Foundation Trust, Bradford Teaching Hospitals NHS Foundation Trust, Centralised Procurement, Centralised Procurement (Economies of Scale), Choosing Wisely, Choosing Wisely Campaign, Choosing Wisely in the NHS, Choosing Wisely in the UK, Clinical and Corporate Leadership, Clinical Leadership, Clinical Practice Groups (CPGs), Clinical Quality Improvement, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Community Virtual Wards, Consultant-Led Services in the Community, Cost Reductions, Culture and Leadership, Delegated Decision Making, Devolved Budgets, Devolved Decision-Making, Economic Sustainability, Efficiencies and Productivity Gains, Efficiency, Efficiency Agenda, Efficiency Opportunities, Efficiency Savings, Empowerment, Financial Constraints, Financial Context, Financial Difficulties, Financial Performance, Funding Challenges, Funding Deficits, Funding Gap in Secondary Care, General Hospitals, Getting It Right First Time (GIRFT), Health and Social Care Configuration, Healthcare Quality Improvement, Healthcare Value Improvement, Hospital Productivity, Hospital Reconfiguration, IHI Triple Aim, Innovative Leadership, Leadership, Lean and Quality Improvement, Local Health and Care Services, Local Health Economies, Lord Carter Review, Low-Value Care, Maximising Health Outcomes, Minimising NHS Costs, Model Hospital, Model Hospital: Template for Standardisation, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England’s Ten-Point Efficiency Plan, NHS Funding Gap, NHS Improvement, NHS Inappropriate Care: Overuse Underuse and Misuse, NHS Performance, NHS Productivity, NHS Providers, NHS RightCare, NHS Sustainability, Personalised Value, Practical Approaches to Delivering Better Value in NHS Clinical Services (King’s Fund), Productivity, Productivity in the NHS, QI: Quality Improvement, Quality and Efficiency Opportunities, Quality Improvement, Quality Improvement Culture, Redesigning Care Pathways, Redesigning Services, Reducing Drains on the NHS, Reducing Overuse Underuse and Misuse, Reducing Waste in the NHS, Royal Free NHS Foundation Trust, Service Cost Reductions, Service Redesign, Service Redesign for Productivity, Service Redesign for Value Agenda, Shared Clinical Pathways, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Strategic Leadership, Sustainability, System Efficiencies, Targeting Low-Value Care, Technical Value, Thinking Like a Patient and Acting Like a Taxpayer, Triple Aim Initiative, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Troubled NHS Foundation Trusts, Unacceptable Variations, Unwarranted Variations, Use of Resources Assessments (NHS Improvement), Value Agenda, Value Improvement, Variations in Care, Virtual Ward Approaches, Virtual Wards, Virtual Wards to Reduce Readmissions, Workforce Engagement | Leave a comment

Persistent Failings Versus Quality Improvement in Mental Health Care (PHSO / CQC)

Posted on April 16, 2018 by Dementia and Elderly Care News

Summary The Parliamentary and Health Service Ombudsman (PHSO) has published a report addressing failings in specialist mental health services in England, and their devastating impact on patients and their families. The complaints in this report predate the Five Year Forward … Continue reading →

Dementia Care Mapping: Not Necessarily a Magic Bullet (Clinical Interventions in Aging)

Posted on February 12, 2018 by Dementia and Elderly Care News

Summary A systematic review looking at the effectiveness of Dementia Care Mapping (DCM) as a tool for use in dementia care settings discovered mixed results. Barriers and facilitators in the implementation of DCM in practice are discussed. DCM is appears … 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

Clinical Commissioning Groups (CCG) Assessments for 2016/17 (NHS England / NHS Networks)

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

Summary NHS England has published its annual assessment of Clinical Commissioning Groups (CCGs) for 2016/17. The following document lists the overall ratings for the 209 CCGs, following their annual assessment under the CCG Improvement and Assessment Framework (CCG IAF). This … Continue reading →

Posted in Commissioning, Community Care, Diagnosis, Falls, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Local Interest, Management of Condition, Mental Health, National, NHS, NHS England, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest | Tagged 5YFV: NHS Five Year Forward View, Allocative Efficiency, Baroness Julia Cumberlege CBE, Better Care, Better Health, Care in Local Communities, CCG Accountability and Assessment, CCG Improvement and Assessment Framework (2016/17), CCG Improvement and Assessment Framework (CCG IAF), CCG Improvement and Assessment Framework Indicators, CCG Leadership, CCGs: Clinical Commissioning Groups, Chris Askew: Chief Executive of Diabetes UK, Clinical Commissioning Groups (CCGs), Conflicts of Interest, Dementia Diagnosis Rates, Dementia-Friendly Communities, Diabetes, Efficiency, Efficiency and Effectiveness, Financial Efficiency, Gavin Harding: Learning Disability Advisor for NHS England, Harpal Kumar: Chairman of NHS England's Cancer Task Force, Harpal Kumar: Chief Executive of Cancer Research UK, Leadership, Learning Disabilities, Local Sustainability and Transformation Plans (STPs), New Models of Care, Next steps on the NHS Five Year Forward View (2017), NHS Airedale Wharfedale and Craven CCG, NHS Ashford CCG, NHS Aylesbury Vale CCG, NHS Barking and Dagenham CCG, NHS Barnet CCG, NHS Barnsley CCG, NHS Basildon and Brentwood CCG, NHS Bassetlaw CCG, NHS Bath and North East Somerset CCG, NHS Bedfordshire CCG, NHS Bexley CCG, NHS Birmingham CrossCity CCG, NHS Birmingham South and Central CCG, NHS Blackburn with Darwen CCG, NHS Blackpool CCG, NHS Bolton CCG, NHS Bracknell and Ascot CCG, NHS Bradford City CCG, NHS Bradford Districts CCG, NHS Brent CCG, NHS Brighton and Hove CCG, NHS Bristol CCG, NHS Bromley CCG, NHS Bury CCG, NHS Calderdale CCG, NHS Cambridgeshire and Peterborough CCG, NHS Camden CCG, NHS Cannock Chase CCG, NHS Canterbury and Coastal CCG, NHS Castle Point and Rochford CCG, NHS Central London (Westminster) CCG, NHS Central Manchester CCG, NHS Chiltern CCG, NHS Chorley and South Ribble CCG, NHS City and Hackney CCG, NHS Coastal West Sussex CCG, NHS Corby CCG, NHS Coventry and Rugby CCG, NHS Crawley CCG, NHS Croydon CCG, NHS Cumbria CCG, NHS Darlington CCG, NHS Dartford Gravesham and Swanley CCG, NHS Doncaster CCG, NHS Dorset CCG, NHS Dudley CCG, NHS Durham Dales Easington and Sedgefield CCG, NHS Ealing CCG, NHS East and North Hertfordshire CCG, NHS East Lancashire CCG, NHS East Leicestershire and Rutland CCG, NHS East Riding of Yorkshire CCG, NHS East Staffordshire CCG, NHS East Surrey CCG, NHS Eastbourne Hailsham and Seaford CCG, NHS Eastern Cheshire CCG, NHS Enfield CCG, NHS England Assessment Team, NHS England’s Annual Performance Assessment of CCGs (2016/17), NHS Erewash CCG, NHS Fareham and Gosport CCG, NHS Five Year Forward View, NHS Five Year Forward View (5YFV), NHS Fylde & Wyre CCG, NHS Gloucestershire CCG, NHS Great Yarmouth and Waveney CCG, NHS Greater Huddersfield CCG, NHS Greater Preston CCG, NHS Greenwich CCG, NHS Guildford and Waverley CCG, NHS Halton CCG, NHS Hambleton Richmondshire and Whitby CCG, NHS Hammersmith and Fulham CCG, NHS Hardwick CCG, NHS Haringey CCG, NHS Harrogate and Rural District CCG, NHS Harrow CCG, NHS Hartlepool and Stockton-on-Tees CCG, NHS Hastings and Rother CCG, NHS Havering CCG, NHS Herefordshire CCG, NHS Herts Valleys CCG, NHS Heywood Middleton and Rochdale CCG, NHS High Weald Lewes Havens CCG, NHS Hillingdon CCG, NHS Horsham and Mid Sussex CCG, NHS Hounslow CCG, NHS Hull CCG, NHS Ipswich and East Suffolk CCG, NHS Isle of Wight CCG, NHS Islington CCG, NHS Kernow CCG, NHS Kingston CCG, NHS Knowsley CCG, NHS Lambeth CCG, NHS Lancashire North CCG, NHS Leeds North CCG, NHS Leeds South and East CCG, NHS Leeds West CCG, NHS Leicester City CCG, NHS Lewisham CCG, NHS Lincolnshire East CCG, NHS Lincolnshire West CCG, NHS Liverpool CCG, NHS Luton CCG, NHS Mansfield and Ashfield CCG, NHS Medway CCG, NHS Merton CCG, NHS Mid Essex CCG, NHS Milton Keynes CCG, NHS Nene CCG, NHS Networks, NHS Newark & Sherwood CCG, NHS Newbury and District CCG, NHS Newcastle Gateshead CCG, NHS Newham CCG, NHS North & West Reading CCG, NHS North Derbyshire CCG, NHS North Durham CCG, NHS North East Essex CCG, NHS North East Hampshire and Farnham CCG, NHS North East Lincolnshire CCG, NHS North Hampshire CCG, NHS North Kirklees CCG, NHS North Lincolnshire CCG, NHS North Manchester CCG, NHS North Norfolk CCG, NHS North Somerset CCG, NHS North Staffordshire CCG, NHS North Tyneside CCG, NHS North West Surrey CCG, NHS Northern Eastern and Western Devon CCG, NHS Northumberland CCG, NHS Norwich CCG, NHS Nottingham City CCG, NHS Nottingham North and East CCG, NHS Nottingham West CCG, NHS Oldham CCG, NHS Oxfordshire CCG, NHS Portsmouth CCG, NHS Redbridge CCG, NHS Redditch and Bromsgrove CCG, NHS Richmond CCG, NHS Rotherham CCG, NHS Rushcliffe CCG, NHS Salford CCG, NHS Sandwell and West Birmingham CCG, NHS Scarborough and Ryedale CCG, NHS Sheffield CCG, NHS Shropshire CCG, NHS Slough CCG, NHS Solihull CCG, NHS Somerset CCG, NHS South Cheshire CCG, NHS South Devon and Torbay CCG, NHS South East Staffordshire And Seisdon Peninsula CCG, NHS South Eastern Hampshire CCG, NHS South Gloucestershire CCG, NHS South Kent Coast CCG, NHS South Lincolnshire CCG, NHS South Manchester CCG, NHS South Norfolk CCG, NHS South Reading CCG, NHS South Sefton CCG, NHS South Tees CCG, NHS South Tyneside CCG, NHS South Warwickshire CCG, NHS South West Lincolnshire CCG, NHS South Worcestershire CCG, NHS Southampton CCG, NHS Southend CCG, NHS Southern Derbyshire CCG, NHS Southport and Formby CCG, NHS Southwark CCG, NHS St Helens CCG, NHS Stafford and Surrounds CCG, NHS Stockport CCG, NHS Stoke on Trent CCG, NHS Sunderland CCG, NHS Surrey Downs CCG, NHS Surrey Heath CCG, NHS Sutton CCG, NHS Swale CCG, NHS Swindon CCG, NHS Tameside and Glossop CCG, NHS Telford And Wrekin CCG, NHS Thanet CCG, NHS Thurrock CCG, NHS Tower Hamlets CCG, NHS Trafford CCG, NHS Vale of York CCG, NHS Vale Royal CCG, NHS Wakefield CCG, NHS Walsall CCG, NHS Waltham Forest CCG, NHS Wandsworth CCG, NHS Warrington CCG, NHS Warwickshire North CCG, NHS West Cheshire CCG, NHS West Essex CCG, NHS West Hampshire CCG, NHS West Kent CCG, NHS West Lancashire CCG, NHS West Leicestershire CCG, NHS West London CCG, NHS West Norfolk CCG, NHS West Suffolk CCG, NHS Wigan Borough CCG, NHS Wiltshire CCG, NHS Windsor Ascot and Maidenhead CCG, NHS Wirral CCG, NHS Wokingham CCG, NHS Wolverhampton CCG, NHS Wyre Forest CCG, Paul Farmer (Mind), Paul Farmer: Chair of Mental Health Taskforce, Performance Indicators, Probity and Corporate Governance, Quality Improvement, Rob Webster: NHS Confederation, Sustainability, Sustainability and Transformation Plans (STPs) | Leave a comment

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