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Recent Posts
- Dementia-Friendly Communities Provision, Viewed as a Social Determinant of Health (JGCR / NHS England / WHO)
- International Perspectives on the Possible Impact of the COVID-19 Pandemic and Lockdown on Abuse of the Elderly (JGCR / American Journal of Geriatric Psychiatry / JAGS)
- Updates Relating to the Lancet Commission on Dementia Prevention, Intervention, and Care (Lancet / Alzheimer’s Research and Therapy / Alzheimer’s and Dementia)
- A Brief Review of How the COVID-19 Pandemic Relates to Elderly Care and Research (JGCR)
- Some Speculated / Potential Benefits of COVID-19 (JGCR / BBC Radio 4’s Rethink / BGS)
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Tag Archives: Leadership
More on Sustaining Quality Improvement (CQC / PHSO)
Summary The Care Quality Commission (CQC) has published further findings about sustaining improvement, based on the positive examples from four case studies, including: Cambridge University Hospitals NHS Foundation Trust. East Lancashire Hospitals NHS Trust. North Staffordshire Combined Healthcare NHS Trust. … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, CQC: Care Quality Commission, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Accountability and Assurance, ACOMHS: Royal College of Psychiatrists Accreditation for Community Mental Health Services, Advancing Quality Improvement Alliance (AQuA)., Assurance, Behrens R. CBE: Ombudsman and Chair of Parliamentary and Health Service Ombudsman, Cambridge University Hospitals NHS Foundation Trust, Cambridge University Hospitals NHS Foundation Trust (CUHFT), Care Quality Commission (CQC), Clinical Leaders, Clinical Leadership, Collaboration, Collaborative Care, Complaint Standards Framework, Complaint Standards Framework: Summary of Core Expectations (PHSO 2020), Complaint Standards Framework: Summary of Core Expectations for NHS Organisations and Staff, Complaint Themes, Complaints, Complaints About Acute Trusts in England, Complaints Advocacy, Complaints Handling, Complaints Support Services, Consumer Experiences of Health and Social Care, Continuous Improvement, Continuous Learning Culture, Cultural Leadership, Culture, Culture Change, Culture of Candour, Culture of Raising Concerns, Cumberlege Review (July 2020), Customer Contact & Complaints, Driving Improvement: Case Studies From 10 GP Practices, Driving Improvement: Case Studies From Eight Independent Hospitals, Driving Improvement: Case Studies From NHS Trusts (CQC), Driving Improvement: Case Studies From Nine Adult Social Care Services, Driving Improvement: Case Studies From Seven Mental Health NHS Trusts, East Lancashire Hospitals NHS Trust, Effective Complaints Handling, End-User Experience, Experiences, First Do No Harm: Report of the Independent Medicines and Medical Devices Safety Review, Formal Complaints, Formal Complaints Process, Future for Health and Social Care Complaints Handling, Governance, Health and Social Care Complaints System, Healthier Lancashire and South Cumbria Integrated Care System (ICS), Hospital Complaints, House of Commons Select Committee on Public Administration and Constitutional Affairs (PACAC), Improving Patient Safety, Independent Medicines and Medical Devices Safety Review (July 2020), Inspection, Integrated Care Partnerships (ICPs), Integrated Care Systems (ICSs), Involvement and Participation, Joined-Up Care, Joint Working, Joint Working Between Health and Social Care, Leadership, Leadership Development, Leadership Vision, Learning Culture, Lincolnshire Partnership NHS Foundation Trust, Lincolnshire Partnership NHS Foundation Trust (LPFT), Making Complaints Count: Supporting Complaints Handling (PHSO 2020), Making Complaints Count: Supporting Complaints Handling in the NHS and UK Government Departments, Mental Health Crisis Centre: Harplands Hospital, Moving Away From RAG Ratings, NHS Governance and Accountability, NHS Governance in Complaints Handling (PHSO), NHS Governance of Complaints Handling, NHS Hospital Complaints, NHS Hospital Complaints System, North Staffordshire Combined Healthcare NHS Trust, North Staffordshire Combined Healthcare NHS Trust: Quality Improvement in Mental Health Trusts Case Study, Openness, Openness and Transparency, Organisational Culture, Parliamentary and Health Service Ombudsman, Parliamentary and Health Service Ombudsman (PHSO), Patient Complaints, Patient Complaints Handling, Patient Experience, Patient Experiences of Complaints Handling, Patient Involvement, Patient Involvement in Quality Improvement, Patient Safety, Pennine Lancashire ICP, Principles of Good Complaint Handling, Professor Ted Baker: Chief Inspector of Hospitals at Care Quality Commission (CQC), Public and Patient Involvement, Public Services Complaints, Quality and Experience, Quality Assurance, Quality Assurance and Accreditation Schemes, Quality Improvement, Quality Improvement in Hospital Trusts: Sharing Learning From Trusts on QI Journey, Raising Concerns, Raising Concerns Policy, Raising Standards, Recruitment and Retention, Responding to CQC Inspection Reports / Ratings, Review of CQC’s Impact on Quality and Improvement in Health and Social Care, Self-Evaluation, Staff Empowerment, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Statistical Process Control (SPC) Principles, Sustaining Improvement (CQC), System Working, Systems Leadership, Transparency, Transparency and Accountability, Transparent Learning Culture, User Complaints, User Experience, User Participation, User-Led Vision of the Complaints System, Valuing Complaints, Vertical Integration, Vertical Integration (of Primary and Secondary Care), Ward Accreditation
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Annual Care Quality Commission State of Care Report (BBC News / CQC / Healthwatch)
Summary The Care Quality Commission (CQC) recently released the annual State of Care review. It concludes that most care provided across England is of good quality and improving. Community care services need to be improved. Innovations in new approaches to care should be … Continue reading →
Posted in Acute Hospitals, Age UK, 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, Integrated Care, Local Interest, Management of Condition, Mental Health, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, UK, Universal Interest
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Tagged Accelerating Innovation, Access to Health and Social Care Support, Access to Specialised Services (Including CAMHS and Secure Services), Accessible Information Standard, Accessible Information Standard (NHS England), Acute Hospital Care, Acute Hospitals, Adult Safeguarding, Adult Social Care, Adult Social Care Funding, Adult Social Care Provision (CQC), Adult Social Care Services, Adult Social Care Vacancy Rates, Adult Social Care: Overall and Key Question Ratings, Alzheimer’s Society’s Dementia Connect Tool, Barriers to Innovation, BBC Health News, Bed Occupancy Rates, British Red Cross, Cambridge University Hospitals NHS Foundation Trust (CUHFT), CAMHS Services, Cancelled Elective Operations, Caremark: PatchCare® Model, Child and Adolescent Mental Health Services (CAMHS), Choice Support, Co-op, Community Connectors, Community Hub Operating Centres (CHOCs), Coventry and Warwickshire Partnership NHS Trust, CQC Challenge to Health and Adult Social Care System, CQC Inspection Questions (Safe Effective Caring Responsive Well-Led), CQC Inspections of GP Surgeries, Delayed Transfers of Care, Delayed Transfers of Care (DETOCs), Dementia Connect Service, Deprivation of Liberty Safeguards (DoLS), Dimensions of Health and Well-being Tool, Dr Nick Scriven: Society of Acute Medicine, East Lancashire Hospitals NHS Trust, Farnham Integrated Care Service, Frimley Health and Care, Funding and Commissioning Challenges, Geographical Variations, GP Practices: Overall and Key Question Ratings, Greater Manchester Health and Care Partnership, Health and Social Care Integration, Health and Social Care Providers, Health and Social Care Services, Healthwatch England, Healthwatch England's SpeakUp2020 Campaign, Ian Trenholm: Chief Executive of Care Quality Commission (CQC), Improvements Following Re-inspection, Improving Patient Safety, Innovation, Innovation and Improvement, Innovation and Technology, Integration and Innovation (Proposed), Intensive Home Support Service (IHSS), Joined-Up Care, Joint Commissioning, Leadership, Learning Disability and Autism, Learning Disability Hospitals, Learning Disability Services, Local Community Assets, Local System Reviews, Medvivo, Mental Health Beds: Local Availability, Mental Health Services, Midlands Partnership Foundation Trust, Multispecialty Community Providers (MCPs) - Vanguard Site: Encompass, NHS Acute Hospitals: Overall Core Service and Key Question Ratings, NHS Mental Health Trusts in England, NHS Mental Health Trusts: Overall Core Service and Key Question Ratings, Partnership Working, Patient Safety, Patients Waiting More Than Four Hours For Hospital Beds (Trolley Waits), Positive Behaviour Support (PBS), Primary Medical Services, Quality and Sustainability, Quality Improvement, Royal Stoke Hospital, Safe (CQC Inspection Question), Safeguarding, Safeguarding Adults at Risk, Safeguarding Vulnerable Adults, Social Care Practitioner (SCP) in Emergency Department (St Mary’s Hospital / Isle of Wight Council), Social Care Workforce, SpeakUp2020 Campaign (Healthwatch England), Staff Shortages, Staffing, State of Care 2018/19 (CQC), State of Care 2018/19 Report, State of Care 2018/9. Care Quality Commission (CQC): 2019, State of Care in England 2018/19, State of Care Report, Stoke-on-Trent, Surrey Heartlands Health and Care Partnership, Sustainability, Unacceptable Variations, Urgent and Emergency Care (UEC), Variations in Quality of Care, Well-Led (CQC Inspection Question), Well-Led Indicators (CQC), Whitstable Medical Practice - Encompass (MCP Vanguard), Workforce Challenges, Workforce Race Equality Standard (WRES)
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More on Organisational Approaches to Quality Improvement (Health Foundation / BMJ)
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
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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
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Recent Report on the State of Care (CQC / DHSC / BBC News / NHS England / SCIE)
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
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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
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Progress Towards Achieving Better Value / Reducing Waste in the NHS (King’s Fund / NHS Providers)
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, NHS Improvement, Person-Centred Care, Quick Insights, UK, Universal Interest
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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 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
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Persistent Failings Versus Quality Improvement in Mental Health Care (PHSO / CQC)
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 →
Posted in Commissioning, Community Care, CQC: Care Quality Commission, Department of Health, Diagnosis, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, National, NHS, NHS England, Person-Centred Care, Personalisation, Quick Insights, SCIE, Standards, UK, Universal Interest
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Tagged Approved Mental Health Professionals Services, Calderstones Partnership NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Care Quality Commission (CQC), Collaboration, Collaborative Care, Communication: Persistent Failings in Mental Health Services in England, Community and Mental Health Trusts, Complaints and Raising Concerns, Continuous Improvement, Continuous Learning Culture, Crisis Care Concordat, Culture of Raising Concerns, Diagnosis and Failure to Treat: Persistent Failings in Mental Health Services in England, Dignity and Human Rights: Persistent Failings in Mental Health Services in England, Driving Improvement in Mental Health Trusts: Seven Case Studies, Failings in Mental Health Care, Five Year Forward View for Mental Health, Five Year Forward View for Mental Health (2016), Five Year Forward View for Mental Health (5YFVMH), Governance, Improving Patient Safety, Inappropriate Discharge and Aftercare: Persistent Failings in Mental Health Services in England, Inspection, Involvement and Participation, Joined-Up Care, Joint Working, Joint Working Between Health and Social Care, Leadership, Learning Culture, Lincolnshire Partnership NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Local Variations, Mental Health Care, Mental Health Care and Treatment, Mental Health Crisis Care Concordat, Mental Health Trusts, NHS Mental Health Services, NHS Mental Health Trusts in England, North Staffordshire Combined Healthcare NHS Trust: Quality Improvement in Mental Health Trusts Case Study, Organisational Culture, Oxleas NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Parliamentary and Health Service Ombudsman (PHSO), Patient Involvement, Patient Involvement in Quality Improvement, Patient Safety, Persistent Failings in Mental Health Services in England: Parliamentary and Health Service Ombudsman, Public and Patient Involvement, Quality and Experience, Quality Improvement, Quality Improvement in Mental Health, Quality Improvement in Mental Health Trusts: Case Studies, Raising Concerns, Responding to CQC Inspection Reports / Ratings, Risk Assessment and Safety: Persistent Failings in Mental Health Services in England, SCIE Social Care Online, Sheffield Health and Social Care NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Social Care Online, Somerset Partnership NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, South West Yorkshire Partnership NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Staff Empowerment, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, State of Health and Adult Social Care Report (2016), State of Health Care and Adult Social Care in England, State of Health Care and Adult Social Care in England 2015/16, Themes of Complaints (For PHSO Reflection), Transparent Learning Culture, Unexpected Deaths in Mental Health Trusts, User Participation
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Dementia Care Mapping: Not Necessarily a Magic Bullet (Clinical Interventions in Aging)
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 →
Posted in Acute Hospitals, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Management of Condition, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, Systematic Reviews, UK, Universal Interest
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Tagged Behavioural and Psychological Symptoms of Dementia (BPSD), BMC Geriatrics, BPSD, BPSD: Behavioral and Psychological Symptoms of Dementia, Bradford Dementia Group, Care Homes, Centre for Dementia Research: Leeds Beckett University, Challenging Behaviour, Challenging Behaviour in Dementia, Clinical Interventions in Aging, Cultural Leadership, DCM, Dementia Care in Care Homes, Dementia Care Mappers, Dementia Care Mappers: Selection, Dementia Care Mappers: Support, Dementia Care Mappers: Training, Dementia Care Mapping, Dementia Care Mapping (Bradford Dementia Group), Dementia Care Mapping (DCM), Effectiveness and Cost-Effectiveness of Dementia Care Mapping, Efficacy of Dementia Care Mapping, Good Practice in Care Homes, Leadership, Leadership and Culture, Leeds Beckett University, Monitoring and Improvement in Use of Dementia Care Mapping, Nursing Homes, PAS 800 - Use of Dementia Care Mapping, PAS 800: Dementia Care Mapping, Personalised Psychosocial Interventions, Psychosocial Interventions, Reducing Waste in Dementia Care, Residential Care Homes, School of Health and Community Studies: Leeds Beckett University, Systematic Reviews and Meta-Analyses, University of Bradford, University of Bradford Dementia Group
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The Latest CQC State of Care Report (BBC News / CQC / File on Four)
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
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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)
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Clinical Commissioning Groups (CCG) Assessments for 2016/17 (NHS England / NHS Networks)
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
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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)
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Exploring the Potential of Quality Improvement in Mental Health (King’s Fund / BJGP)
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 →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, Management of Condition, Mental Health, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged British Journal of General Practice, Building Workforce Capability and Capacity, Centre for Health Economics: University of York, Clinical Microsystems Coaching Programme, Clinical Practice Improvement Programme (CPIP), Clinical Quality Improvement, Co-Production, Co-production in Quality Improvement, Collaborative Quality Improvement, College Centre for Quality Improvement, Compassionate Collaborative and Inclusive Leadership, Continuing Imrovement, Continuous Improvement, Continuous Learning, Continuous Learning and Improvement, Continuous Learning Culture, Continuous Quality Improvement, Continuously Improving Care, Coordination of Care (Quality of Care Indicators for People With Serious Mental Illness), Culture and Behaviour Change, Culture and Leadership, Culture Change, Culture of Raising Concerns, Culture of Safety, Culture of Zero-Harm, Department of Health Sciences: University of York, Developing People: Improving Care, East London NHS Foundation Trust, East London NHS Foundation Trust (ELFT), East London NHS Foundation Trust (QI), EBCD: Experience-Based Co-Design, Embedding Co-Production, Engagement and Co-Production, Evaluating Healthcare Quality Improvement, Evidence-Based Quality Improvement, Experience-Based Co-Design (EBCD), GenerationQ, Germany, Handbook of Quality and Service Improvement Tools, Healthcare Quality Improvement, Improvement Capability Building Programmes (Quality Improvement), Institute of Mental Health (IMH), Institute of Mental Health (Singapore), Leadership, Leadership and Culture, Leadership Development, Leadership for Culture Change, Lean and Quality Improvement, Lean and Six Sigma, Learning Culture, Medicines Management (Quality of Care Indicators for People With Serious Mental Illness), Mental Health Assessment and Care (Quality of Care Indicators for People With Serious Mental Illness), MHImprove, Microsystems Coaching, MINDSet, MINDSet Resource: West of England AHSN, Model for Improvement, Model for Improvement (IHI), Model for Improvement: FOCUS, National Research Center for Health Economics: University of Duisburg-Essen, Open and Supportive Culture, Open Culture, Partnering for Quality Improvement in Mental Health, PDSA (Plan Do Study Act) Model, PDSA (Plan-Do-Study-Act) Cycles, PDSA Cycles, PDSA Improvement Methodology, Physical Health Assessment and Care (Quality of Care Indicators for People With Serious Mental Illness), Pioneers of Quality Improvement (Mental Health), Plan-Do-Study-Act (PDSA) Cycles, Point of Care Foundation, Primary Care and Population Sciences: University of Southampton, Primary Care Quality Indicators for People With Serious Mental Illness, Q Community, QI: Quality Improvement, Quality Improvement, Quality Improvement Approaches, Quality Improvement in Mental Health, Quality Improvement Methodologies, Quality Improvement Metrics, Quality Improvement Resources, Quality Improvement Tools, Quality Indicators for Serious Mental Illness in Primary Care, Quality of Care Indicators for People With Serious Mental Illness, Serious Mental Illness (SMI), Service Provision and Access to Care (Quality of Care Indicators for People With Serious Mental Illness), Severn and Wye Recovery College, Shared System Leadership, Statistical Process Control, Statistical Process Control Methodology, Strategic Quality Improvement, Substance Misuse (Quality of Care Indicators for People With Serious Mental Illness), Tees, Tees Esk and Wear Valleys NHS Foundation Trust, Theory of Constraints, Total Quality Management (TQM), Transparency, Transparency and Public Trust, Transparent Learning Culture, Unexpected Deaths in Hospital, Unexpected Deaths in Mental Health Trusts, University of Duisburg-Essen, University of Southampton, University of York, Vulnerable Groups, West of England AHSN MINDSet Resource
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