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- Some Speculated / Potential Benefits of COVID-19 (JGCR / BBC Radio 4’s Rethink / BGS)
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Tag Archives: Leeds Community Healthcare NHS Trust
Best Practice for Integrated Care (SCIE / LGA / King’s Fund / NHS Providers)
Summary The Local Government Association (LGA) and the Social Care Institute for Excellence (SCIE) have published practical guidance for local systems in achieving care integration. Fifteen steps are cited, with links to case-studies and further information: Person-centred coordinated care: Risk … Continue reading →
Posted in Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, Integrated Care, King's Fund, Local Interest, Management of Condition, National, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Royal Wolverhampton NHS Trust, SCIE, UK, Universal Interest
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Tagged Accountability, Accountability and Integration, Achieving Better Access to 24/7 Urgent and Emergency Mental Health Care, Achieving Integrated Care: Best Practice, Ageing and Long-Term Care, Ageing Population, Asset-Based Approaches, Asset-Based Approaches to Health and Wellbeing, Asset-Based Community Development Approach, ‘Making it Real: I / We Statements, Barriers and Enablers to Implementing New Approaches to Commissioning, Barriers to Integrated Care, Beyond Integrated Care: Population Health Systems, Black Country and West Birmingham STP, Blurring Boundary Between Primary and Secondary Care, Bradford Districts CCG, Building Community Capacity, Cambridgeshire and Peterborough STP Footprint, Care and Support Services, Care Navigators, Case Finding and Risk Stratification, Collaboration (Including Information-Sharing), Collaboration: Working Across Boundaries, Collaborative Culture, Collaborative Working, Commissioning Cycle, Common Purpose, Community Capacity, Community Capacity and Peer Support, Community Link Workers, Community Link Workers (CLWs), Community Mapping Toolkit, Community Mapping Toolkit (Preston City Council), Community Multidisciplinary Teams, Complete Care Model (CCM), Connectivity and Shared Records, ConnectWELL, Delivering Integrated Care, Dementia Navigators, Governance and Accountability, Greater Manchester Health and Social Care Partnership (GMHSCP), Health Navigators, Information Sharing, Integrated Care and Support, Integrated Care Systems (ICSs), Integrated Commissioning, Integrating Better, Integration of Primary Community and Secondary Healthcare, Integration of Primary Secondary and Community Care, Intermediate Care Southwark, Joint Workforce Planning, Leading for Integration, Leeds Community Healthcare NHS Trust, LGA: Local Government Association, Local Care and Support Navigators, Local Directory of Services (DOS), Local Government Association: LGA, Local Solutions: Place-Based Approaches, Local VCSE Sector, Making it Real, Making it Real for Carers, Making it Real for People with Dementia, MDT Development, MDTs: Multidisciplinary Teams, Mid Yorkshire Hospitals NHS Trust, Mix of Formal and Informal Structures (No Single Blueprint), Models of NHS Commissioning Since 1991, Multi-Disciplinary Team (MDT), Multidisciplinary Teamwork, National Voices Five Narratives: I Statements, National Voices I Statements, Navigators: Coordinators of Care, New Care Models, NHS Accessible Information Standard, NHS Airedale Wharfedale and Craven CCG, NHS Bradford Districts CCG, NHS Commissioning Cycle, NHS Providers, NHS South Tyneside CCG, NHS Tameside and Glossop CCG, North Cumbria and Northeast ICS, North East Lincolnshire, Northumbria Healthcare NHS Foundation Trust, Patient Records, Person Centred and Strengths-Based Approach, Person-Centred Coordinated Care, Personal Clinical Records, Personalised Care and Support Planning, Personalised Care and Support Planning Tool (TLAP), Personalised Care Planning, Personalised Care Plans, Personalised Health and Care Framework, Place-Based Care and Support Systems, Place-Based Collaboratives, Place-Based Health, Place-Based Leadership, Place-Based Teams, Population Health Management in England, Population Health Management (PHM), Population Health Systems, Preventive Support: Risk Stratification for Case Finding, Primary Care Home (PCH) Model, Procurement, Rapid Response Teams, Rapid Response: Single-Point of Access, Reablement Service, Reducing Barriers to Integration, Resource Allocation, Risk Stratification, Rotherham NHS Foundation Trust, Rotherham NHS Foundation Trust (TRFT), Royal Wolverhampton NHS Trust, Secondments, See and Treat Models, Single-Point of Access, Social Care Institute for Excellence (SCIE), Social Prescribing and Community-Based Support, South London Mental Health and Community Partnership, South London Partnership (SLP), South Yorkshire and Bassetlaw ICS, Southwark Enhanced Rapid Response Service, Southwark Supported Discharge Team, Staff Passport Arrangements, Staff Passports, Staffordshire and Stoke-on-Trent STP, Strengths-Based Approaches to Care, System Approaches to NHS Workforce Challenges, System Wide Collaboration, System Workforce Planning, System-Wide Integration, System-Wide Partnerships Between Local Organisations, Teletriage, TUPE, Vanguard Programme, VCSE Strategic Partners, Vertical Integration (of Primary and Secondary Care), Voluntary and Community and Social Enterprise (VCSE) Sector, Walsall Healthcare NHS Trust, We Statements, West Yorkshire Association of Acute Trusts (WYAAT), Workforce Planning (In a Place), Working Across Boundaries
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NHS Operational Productivity: GIRFT Meets Mental Health and Community Health Services (Lord Carter / DHSC)
Summary Lord Carter’s latest report in the NHS Operational Productivity series shifts the attention to unwarranted variations in mental health and community health services. Potential savings of around £1 billion in efficiencies could be made by 2020/21, allegedly, if the … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, Department of Health and Social Care (DHSC), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, NHS England, NHS Improvement, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged 2gether NHS Foundation Trust, 5 Boroughs Partnership NHS Foundation Trust, Acute and Urgent Mental Healthcare Pathway, Average Length of Stay (Hospitals), Avoidable Admissions, Avoidable Hospital Admissions, Barnet Enfield and Haringey Mental Health NHS Trust, Birmingham Community Healthcare NHS Trust, Care Hours Per Patient Day (CHPPD), Carter Review of Operational Productivity in NHS Community Health Services, Carter Review of Operational Productivity in NHS Mental Health Services, Central and North West London NHS Foundation Trust, Central London Community Healthcare NHS Trust, Child and Adolescent Mental Health Services (CAMHS) Acute Care Pathway, CHPPD and Cost Per Care Hour, Clinical Engagement, Clinical Leadership, Clinical Quality Improvement, Clinically-Led Quality and Efficiency Project (GIRFT), Co-Morbidities and Dementia, Co-Morbidities In Older Patients, Co-Morbidities of Old Age, Community Hospitals, Community Mental Health Teams (CMHTs), Community Nursing, Continuous Improvement, Continuous Learning, Continuous Learning Culture, Cooperation, Corporate Services, Cost of Inpatient Care and Care Hours Per Patient Day, Cost Savings, Cost-Improvement Programmes (CIPs), Dashboards, Delayed Discharges, Delayed Transfers of Care, Derbyshire Community Health Services NHS Foundation Trust, Digital Technology, Digital Technology and Innovation, Duplication of Effort / Expense, e-Rostering, East London NHS Foundation Trust, Economies of Scale, Efficiency Opportunities, Efficiency Savings, Engagement Champions, Estates and Facilities Management, Example Patient Journeys, Facilities Management, Finance and Procurement, FP10 Prescriptions, Future Operating Model for Procurement and Supply Chain in NHS, Getting it Right First Time, GIRFT Approach, GIRFT Approach Applied to Community Health Services, GIRFT Approach Applied to Mental Health Services, Healthcare Continuum, Healthcare Quality Improvement, Healthy Workforce Framework, Hertfordshire Community NHS Trust, Hertfordshire Partnership University NHS Foundation Trust, Homecare and Community Pharmacy Dispensed FP10 Prescriptions, Improving People Policies and Practices, Integrated Performance Framework, Kent Community Health NHS Trust, Lancashire Care NHS Foundation Trust, Learning Culture, Learning for Improvement, Leeds Community Healthcare NHS Trust, Leicestershire Partnership NHS Trust, Length of Stay (LoS), Lifetime Healthcare Costs, Lincolnshire Partnership NHS Foundation Trust, Local Health and Care Economies, Local Health Economies, Lord Carter of Coles, Lord Carter Review, Lord Carter: Chair of NHS Procurement and Efficiency Board, Lower Leg Wounds (Ineffective Treatments / Delays), Management of Co-Morbidities, Meaningful Use of Standards and Incentives, Medicines Optimisation, Metrics, Metrics and Information, Model Hospital: Template for Standardisation, NHS Acute Hospitals, NHS England’s Five Year Forward View, NHS Estates, NHS Finance, NHS Finances, NHS Financial Leadership, NHS Operational Productivity, NHS Procurement, NHS Procurement and Efficiency Board, NHS Procurement Transformation Programme (PTP), NHS Productivity, NHS Sustainability, Norfolk Community Health and Care NHS Trust, Northumberland Tyne and Wear NHS Foundation Trust, Nottinghamshire Healthcare NHS Foundation Trust, Nursing Cost Per Bed, Openness and Transparency, Operational Productivity and Performance (Carter Report), Operational Productivity in NHS Providers, Opportunities for Standardisation, Optimising Clinical Resources, Optimising Non-Clinical Resources, Oxford Health NHS Foundation Trust, Patient Safety, Procurement Performance Metrics, Procurement Review, Procurement Transformation Programme, Productivity, Quality and Efficiency Opportunities, Quality Efficiency and Performance (Often Go Together), Quality Improvement, Reducing Delayed Transfers of Care, Reducing Hospital Length of Stay, Reducing Variations in Clinical Costs, Reducing Waste in the NHS, Rehabilitation and Complex Needs Pathway, Restricted Patients, Restricted Patients: Offenders Diagnosed with Mental Health Disorders, South West London and St George’s Mental Health NHS Trust, South West London and St. George’s NHS Mental Health Trust, Sussex Partnership NHS Foundation Trust, Sustainability, Tackling Variation, Torbay and South Devon NHS Foundation Trust, Unwarranted Variations, Variations in Procurement, Variations in Spending, Wasted Resources, Well-Led (CQC Inspection Question), Well-Led Framework for Governance Reviews, Well-Led Indicators (CQC), Wirral Community NHS Trust, Wound Care
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Pressure on District Nursing Services: the Demand / Capacity Gap (BBC News / King’s Fund)
Summary A recent King’s Fund report identifies a fall in community nursing staff, which places district nursing services in England under increasing pressure. Unmanageable workloads may be causing delays and fewer home visits, perhaps leaving patients at risk. According to … Continue reading →
Posted in BBC News, Charitable Bodies, Commissioning, Community Care, Falls Prevention, For Carers (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, King's Fund, Local Interest, Management of Condition, Mental Health, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Advocacy, Anna Charles (King's Fund), BBC Health News, Being Available Between Appointments (Good-Quality Care in District Nursing), Care in Local Communities, Caregiver Support, Carer Awareness, Carer Inclusion, Caring for the Whole Person (Good-Quality Care in District Nursing), Characteristics of Good-Quality Care for Older People Receiving Care From District Nursing Services in Own Homes, Clinical Competence and Expertise (Good-Quality Care in District Nursing), Community Care, Community Care: District Nursing, Community Nurse (Includes District Nursing Sister and District Nurse): Unit / Reference Costs, Community Nurses, Community Nurses as Case Managers, Community Nursing, Community Nursing Service Staffing Levels, Community Nursing Workforce, Community-Based Services, Continuity of Care (Good-Quality Care in District Nursing), Demand Versus Capacity Gap (District Nursing), Demand Versus Capacity Gaps, District Nursing, District Nursing Service Model, District Nursing Service Staffing Levels, District Nursing Services, Empowering Carers, Family Caregivers, Family Carers, Family-Centred Approach to Care, Family-Centred Care, Good-Quality Care for Older People Receiving Care From District Nursing Services at Home, Health and Social Care in the Community, Holistic Care, Independence, Independence at Home, Integration of Care For Older People, Integration of Health and Care, Integration of Physical and Mental Health, Integration of Primary Secondary and Community Care, Kathryn Yates: Royal College of Nursing, Leeds Community Healthcare NHS Trust, Maintaining Independence, Making Every Contact Count, Maximising the Nursing Contribution to the Dementia Challenge, National District Nursing Workforce Planning Framework, NHS Digital (Formerly the Health and Social Care Information Centre), NHS Workforce: Community Nursing, Nine Characteristics of Good-Quality Care in District Nursing, Nine Characteristics of Good-Quality Care in District Nursing: Being Available Between Appointments, Nine Characteristics of Good-Quality Care in District Nursing: Caring for the Whole Person, Nine Characteristics of Good-Quality Care in District Nursing: Clinical Competence and Expertise, Nine Characteristics of Good-Quality Care in District Nursing: Continuity of Care, Nine Characteristics of Good-Quality Care in District Nursing: Nurses Acting as Co-ordinators and Advocates, Nine Characteristics of Good-Quality Care in District Nursing: Patient Education and Support for Self-Management, Nine Characteristics of Good-Quality Care in District Nursing: Personal Manner of Staff, Nine Characteristics of Good-Quality Care in District Nursing: Scheduling and Reliability of Appointments, Nine Characteristics of Good-Quality Care in District Nursing: Valuing and Involving Carers and Family Members, Nurses Acting as Co-ordinators and Advocates (Good-Quality Care in District Nursing), Patient Education and Support for Self-Management (Good-Quality Care in District Nursing), Personal Manner of Staff (Good-Quality Care in District Nursing), Preventable Hospital Admissions, Preventative Care, Preventing Loneliness, Prevention, Primary Care District Nursing Services, Queen’s Nursing Institute, Regaining Independence, Report on District Nurse Education in United Kingdom: Queen’s Nursing Institute (2016), Royal College of Nursing (RCN), Safeguarding, Scheduling and Reliability of Appointments (Good-Quality Care in District Nursing), Seacroft (Leeds), Self-Care, Service Integration, Services Maximising Independence, Social Isolation, Staying Independent, Support for Carers, Supporting Health Wellbeing and Independence, Supporting Patients and carers in Contact With Multiple Services, Valuing and Involving Carers and Family Members (Good-Quality Care in District Nursing)
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ALIP: Telecare eNewsletter October 2014 (Telecare LIN)
Summary The October 2014 newsletter from Innovate UK (previously Technology Strategy Board), HealthTech Knowledge Transfer Network (KTN) and the Telecare Learning and Improvement Network is available. Full Text Link Reference Assisted Living Innovation Platform (ALIP) Newsletter. October 2014. ALIP: Telecare … Continue reading →
Posted in Assistive Technology, Charitable Bodies, Commissioning, Community Care, For Carers (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Housing, Housing LIN, In the News, Integrated Care, International, Local Interest, Management of Condition, Mental Health, Models of Dementia Care, National, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Personalisation, Quick Insights, Telecare, Telehealth, UK, Universal Interest
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Tagged 15th International Conference for Integrated Care, Ageing Population, Ageing Well With Technology, Alder Hey Children’s NHS Foundation Trust, ALIP: Telecare eNewsletter, Ambient Assisted Living and Daily Activities, Assisted Living Innovation Platform, Assisted Living Innovation Platform (ALIP), Assistive Solutions Connected to Aspirations of People With Dementia, Assistive Technology and Telecare, Assistive Technology: Initiatives and Policy, Better Care Fund, Better Care Fund Plans, Better Health for London, Blackpool Teaching Hospitals NHS Foundation, Care Act 2014, CASA (Connecting Assistive Solutions to Aspirations), Centre for Excellence in Learning Enhancement (CELE), Colorado Health Institute’s Healthcare for a High Tech World, Commonwealth Fund's ‘Taking Digital Health to the Next Level, Complex Needs, Continuous Improvement, Cost-Effectiveness in Health Care, Coventry University, Dementia-Friendly Technology Charter, Digital Health & Care Alliance (DHACA), Digital Health and Care Alliance, Digital Health and Care Alliance (DHACA), Digital Health and Care Association, Digital Health Innovations, EHI Live (2014), Emerging Technology, Enabling Technology, Engagement and Co-Production, Fallcheck, Five Year Forward View (NHS England), Global AgeWatch Index, Health and Care Technology, Health Design & Technology Institute (HDTI), Health Information Technology, Health Technology, Home Telehealth, Improving Long-Term Care and Support, Improving the Quality of Life for People with Long Term Conditions, Inclusive Technology Prize (Nesta), Innovate UK, Integrated Care Foundation, Integrated Care: Technology (Royal Society of Medicine), Integrated Digital Care Record, Integrated Solutions, International Journal of Integrated Care, International Work-Conference on Ambient Assisted Living (IWAAL 2014), Leeds and York Partnership NHS Foundation Trust, Leeds Community Healthcare NHS Trust, London Digital Health Centre, London Health Commission, Long Term Care Revolution, Long Term Care Revolution National Challenge, Long-Term Care and Support, Long-Term Conditions (LTCs), Managing Care of People With Long-Term Conditions, mHealth Habitat, mHealthHabitat Programme, Multi-Morbities, NESTA, NESTA: National Endowment for Science Technology and the Arts, NHS Cumbria and Lancashire Cardiac and Stroke Network (CSNLC), NHS Five Year Forward View (5YFV), NHS Technology Community, Northern Health and Social Care Trust (NHSCT), Polycom, Poppins Website, Prime Minister's Challenge Fund, Quality Improvement, Quality of Life Tools to Inform Co-design in the Development of Assistive Technologies for People with Dementia and Their Carers, Royal Society of Medicine, Royal Society of Medicine's Telemedicine & eHealth Section's Integrated Care Conference, SBRI Competition: Inclusive Technology Prize, Scotland Telehealth and Telecare Week (2014), Sheffield Institute for Translational Neuroscience (SITraN), Small Business Research Initiative (SBRI), State of Care 2013/14 (CQC), Supporting Research and Innovation, Tackling Inequalities, Technology Enabled Care Services, Technology Enabled Care Services (TECS), Technology Enabled Care Services Programme, Technology Strategy, Technology Strategy Board (TSB), Technology Strategy Board’s Assisted Living Innovation Platform (ALIP), Tele-Interventions, Telecare and Dementia, Telecare Learning and Improvement Network, Telecare LIN, Telecare Map (Google), Telecare Services Association, Telehealth (Remote Monitoring), Telehealth and Self Care, Telemedicine, Telemonitoring, TIM: Telehealth in Motor Neurone Disease, Transformational Technologies, Transformative Technology, Tunstall Healthcare, UCAmI Conference on Ubiquitous Computing & Ambient Intelligence: Personalisation and User Adapted Services, UnitingCare Partnership, Victoria Betton: mHealthHabitat Programme Director
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NHS Trusts Winter Performance Report (BBC News / NHS TDA / Monitor)
Summary The NHS Trust Development Authority has predicted that 26 hospital trusts will record a deficit this financial year. The growing problem of NHS trust deficits has been discussed elsewhere. Full Text Link Reference Triggle, N. (2014). Hospitals feeling the … Continue reading →
Posted in Acute Hospitals, BBC News, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), In the News, Local Interest, National, NHS, Royal Wolverhampton NHS Trust, UK
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Tagged Accident & Emergency, Accident and Emergency Departments, Acute Care, Acute Hospital Care, Adam Sewell-Jones: Deputy Chief Executive of Basildon Hospital, Adam Sewell-Jones: Executive Director of Provider Sustainability at Monitor, Ambulance Response Times, Avon and Wiltshire Mental Health Partnership NHS Trust, Barking Havering and Redbridge University Hospitals NHS Trust, Barnet and Chase Farm Hospitals NHS Trust, Barnet Enfield and Haringey Mental Health NHS Trust, Barts Health NHS Trust, Basildon and Thurrock University Hospitals NHS Foundation Trust, BBC Health News, Bedford Hospital NHS Trust, Birmingham Community Healthcare NHS Trust, Bradford District Care Trust, Bridgewater Community Healthcare NHS Trust, Brighton and Sussex University Hospitals NHS Trust, Buckinghamshire Healthcare NHS Trust, Cambridgeshire Community Services NHS Trust, Cancer, Central London Community Healthcare NHS Trust, Contingency Planning Team (CPT), Corporate Support, Coventry and Warwickshire Partnership NHS Trust, Croydon Health Services NHS Trust, Cultural Change, Dartford and Gravesham NHS Trust, Derbyshire Community Health Services NHS Trust, Devon Partnership NHS Trust, Diagnostic Waiting Times, Dudley and Walsall Mental Health Partnership NHS Trust, Ealing Hospital NHS Trust, East and North Hertfordshire NHS Trust, East Cheshire NHS Trust, East Lancashire Hospitals NHS Trust, East Midlands Ambulance Service NHS Trust, East of England Ambulance Service NHS Trust, East Sussex Healthcare NHS Trust, Economics, Emergency and Urgent Care Services, Emergency Services, Epsom and St Helier University Hospitals NHS Trust, Executive Director of Provider Sustainability (Monitor), Executive Office, FFT: Friends and Family Test, Finance and Procurement, Financial Constraints, Financial Context, Financial Difficulties, Financial Incentives, Financial Management, Financial Performance, Financial Planning, Financial Position of NHS Trusts, Financial Pressure in the NHS, Financial Pressures, Financial Resilience, Financial Sustainability in the NHS, Foundation Trust Status, Friends and Family Test (FFT), Friends and Family Test (NHS), General Hospital Care, General Hospitals, George Eliot Hospital NHS Trust, George Eliot Hospitals NHS Trust, Gloucestershire Care Services NHS Trust, Healthcare Acquired Infections, Healthcare Associated Infections, Hertfordshire Community NHS Trust, Hinchingbrooke Health Care NHS Trust, Hounslow and Richmond Community Healthcare NHS Trust, Hull and East Yorkshire Hospitals NHS Trust, Imperial College Healthcare NHS Trust, Ipswich Hospital NHS Trust, Isle of Wight NHS Trust, Kent And Medway NHS and Social Care Partnership Trust, Kent Community Health NHS Trust, Knowledge and Information Management, Leeds Community Healthcare NHS Trust, Leeds Teaching Hospitals NHS Trust, Legal Services, Leicestershire Partnership NHS Trust, Lewisham and Greenwich NHS Trust, Lincolnshire Community Health Services NHS Trust, Liverpool Community Health NHS Trust, London Ambulance Service NHS Trust, Maidstone and Tunbridge Wells NHS Trust, Manchester Mental Health and Social Care Trust, Mersey Care NHS Trust, Mid Essex Hospital Services NHS Trust, Mid Yorkshire Hospitals NHS Trust, Midlands & East Aggregate, Mixed Sex Accommodation, Monitor, Monitor Contingency Planning Team (CPT), Monitor’s Business Plan for 2015/16, New Care Models, NHS Finance, NHS Foundation Trusts, NHS Performance, NHS Productivity, NHS Service Reconfiguration, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Financial Deficits, NHS Trusts Winter Performance Report 2013/4, NHS Waiting Times, Norfolk Community Health and Care NHS Trust, North Bristol NHS Trust, North Cumbria University Hospitals NHS Trust, North Middlesex University Hospital NHS Trust, North Staffordshire Combined Healthcare NHS Trust, North West Ambulance Service NHS Trust, North West London Hospitals NHS Trust, Northampton General Hospital NHS Trust, Northern Devon Healthcare NHS Trust, Nottingham University Hospitals NHS Trust, Nottinghamshire Healthcare NHS Trust, Organisational Transformation, Oversight and Escalation, Oxford University Hospitals NHS Trust, Patient and Clinical Engagement, Pennine Acute Hospitals NHS Trust, Plymouth Hospitals NHS Trust, Portsmouth Hospitals NHS Trust, Princess Alexandra Hospital NHS Trust, Procurement Patient Choice and Competition Regulations, Provider Appraisal, Provider Regulation, Provider Sustainability, Provider Sustainability Directorate, Provider Sustainability Directorate (PSD), Quality and Sustainability, Quarterly Monitoring Reports, Referral to Treatment (RTT), Royal Cornwall Hospitals NHS Trust, Royal Liverpool and Broadgreen University Hospitals NHS Trust, Royal National Orthopaedic Hospital NHS Trust, Royal United Hospital Bath NHS Trust, Royal Wolverhampton NHS Trust, Sandwell and West Birmingham Hospitals NHS Trust, Seven-Day Working, Sheffield Hospitals NHS Foundation Trust, Shrewsbury and Telford Hospital NHS Trust, Shropshire Community Health NHS Trust, Solent NHS Trust, South London Healthcare NHS Trust, South West London and St George’s Mental Health NHS Trust, Southport and Ormskirk Hospital NHS Trust, Special Measures, St George's Healthcare NHS Trust, St Helens and Knowsley Hospitals NHS Trust, Staffordshire and Stoke On Trent Partnership NHS Trust, Strategic Communications, Strategy and Policy, Supporting Provider Improvemen, Surrey and Sussex Healthcare NHS Trust, Sussex Community NHS Trust, Sustainability, Sustainability Analytics and Solutions Development Teams, TDA North Aggregate, TDA South Aggregate, Torbay and Southern Devon Health and Care NHS Trust, Troubled NHS Foundation Trusts, Turnaround of Challenged and Failing Foundation Trusts, United Lincolnshire Hospitals NHS Trust, University Hospital of North Staffordshire NHS Trust, University Hospitals Coventry and Warwickshire NHS Trust, University Hospitals of Leicester NHS Trust, Walsall Healthcare NHS Trust, West Hertfordshire Hospitals NHS Trust, West London Mental Health NHS Trust, West Middlesex University Hospital NHS Trust, Weston Area Health NHS Trust, Whittington Hospital NHS Trust, Wirral Community NHS Trust, Worcestershire Acute Hospitals NHS Trust, Worcestershire Health and Care NHS Trust, Wye Valley NHS Trust, Yorkshire Ambulance Service NHS Trust
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How Patients Develop Severe Pressure Ulcers: the Organisational Context (BMJ Open)
Summary The authors investigated the role played by organisational context at six sites in Yorkshire (England) in the development of severe pressure ulcers. Lessons concerning potential failures in the delivery of treatment, and some root-causes of sub-optimal care, are explored. … Continue reading →
Posted in Acute Hospitals, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Management of Condition, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged BMJ Open, Care and Compassion, Care Quality, Compassionate Care, Culture, Culture of Zero-Harm, Delivering Safe and Compassionate Care, Improving Patient Safety, Leeds Community Healthcare NHS Trust, Leeds Institute of Health Sciences: University of Leeds, Leeds Teaching Hospitals NHS Trust, Listening to Carers, Negative Culture, NHS Culture, Organisational and Cultural Barriers, Organisational Context, Organisational Culture and Climate, Organisational Processes, Patient Safety, Patient Safety Incidents, Poor Communication, Pressure Sores, Pressure Ulcers, Pressure Ulcers: Prevention, Pressure Ulcers: Risk Factors, Quality and Safety in the NHS, Quality and User Involvement, Quality Improvement, Quality of Care, Quality of Care for People With Dementia, Safe and Compassionate Care, School of Healthcare: University of Leeds, Severe Pressure Ulcers, Swiss Cheese Model, Tissue Viability, University of Birmingham, University of Leeds, University of Sheffield, Wounds (Pressure)
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Social Media and Employee Voice (CIPD / NHS Employers / RCGP / NHS-HE Forum)
Summary This report examines the importance of “employee voice” and barriers to the use of social media for improving employee voice within organisations such as the NHS. Full Text Link (a) Reference Silverman, M. Bakhshalian, E. [and] Hillman, L. (2013). … Continue reading →
Posted in Assistive Technology, For Doctors (mostly), For Nurses and Therapists (mostly), National, NHS, NHS Employers, Personalisation, Practical Advice, Quick Insights, Telecare, Telehealth, UK, Universal Interest
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Tagged Accessibility, Barriers to Technology Implementation, Blogging, Bring Your Own Device (BYOD), Broadcasting Tweets, Carer Support, Chartered Institute of Personnel and Development (CIPD), CIPD: Chartered Institute of Personnel and Development, Collaborative Leadership, Collaborative Working, Content Aggregators, Continuing Professional Development, Crowdsourcing, Cultural Leadership, Culture, Culture Change, Curation Tools, Deliberative Engagement, Employee Silence, Employee Value Proposition (EVP), Employee Voice, Empowerment, Engagement, Experiences, Facebook, Feedback, Free Open Access Medical Education (FOAMed), HealthUnlocked, Hootsuite: Social Media Dashboard, Image Sharing Sites, Innovative Leadership, iWantGreatCare, Leadership and Culture, Leadership for Culture Change, Leadership Via Social Media Platforms, Learning and Professional Development, Leeds Community Healthcare NHS Trust, Linkedin, Massive Open Online Courses (MOOCs), Microblogging, Networking With Peers, NHS Culture, NHS Graduate Management Training Scheme, NHS Leadership, NHS London Strategic Health Authority, NHS Use of Social Media, NHS-HE Forum, NHS–HE Forum Connectivity Best Practice Working Group, Online Patient Communities, Open Educational Resources (OERs), Openness, Patient and Staff Feedback, Patient Experience, Patient Feedback, Patient Opinion, Patients Know Best, Positive Culture, Presentation Sharing Sites, Professional Sharing, Public Engagement Exercises, Rapid Learning Asset Development Tools, RCGP, Recruitment, Reducing Inappropriate Applications, Reference Tools, Royal College of General Practitioners (RCGP), RSS Readers, Service User Experience, Signposting, Silverman Research, Social Bookmarking, Social Bookmarking Tools, Social Care, Social Exclusion, Social Inclusion, Social Media, Social Media Dashboard (Hootsuite), Social Media for Chief Executives, Social Media Guidance, Social Media Highway Code (RCGP), Social Media Improving Recruitment, Social Media in Education and Research, Social Media in Recruitment, Social Media in the NHS, Social Media Literacy, Social Media Platforms, Social Media Pros and Cons, Social Networking, Social Networking Sites, Social Networking Tools, Social Sharing, Staff Engagement, Survey Tools, Sussex Partnership NHS Foundation Trust, Sustainable Organisation Performance, Twitter, University of Dundee College of Medicine Dentistry Nursing and Midwifery, User Experience, Video Sharing, Video Sharing Sites, Web 2.0 Social Media, Wisdom of Crowds, YouTube
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