Tag Archives: Open Culture

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

Contemplating the “Who” and “Why” in Quality Improvement: the Psychology of Change Framework (IHI / DHSC / FMLM / SCIE)

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

Summary The latest Institute for Healthcare Improvement (IHI) white paper presents a framework for the psychology of change in health care quality improvement. The aim is to increase the chances of successful change / service transformation, by addressing five domains … Continue reading →

Posted in Department of Health and Social Care (DHSC), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), International, National, NHS, NHS Improvement, Quick Insights, SCIE, UK, Universal Interest | Tagged Adapt in Action (Motivational Experience), Authentic Relationships, Autonomy for Staff Innovation, Cambridge University’s Judge Business School, Clinical Executive Fast Track Scheme, Clinical Quality Improvement, Clinicians Moving Into Senior Leadership: Barriers and Enablers, Co-Design, Co-Design: People-Driven Change, Co-Production, Co-Production in Commissioning, Co-production in Quality Improvement, Co-Production: Authentic Relationships, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Collaborative Leadership, Continuous Learning Culture, Cultural Leadership, Culture of Empowerment and Support, Deborah Davis: Managing Director of NHS North West Leadership Academy, Deborah Davis: National System Leadership Lead at NHS Leadership Academy, Delegated Decision Making, Distributed Leadership Structure, Distribution of Power, Diversity in Leadership, Diversity of Thought (Idris Elba), Embracing Emergence, Faculty of Medical Leadership and Management (FMLM), Failing Forward, Failure, Future of Care Report: Number 9 (SCIE), Growth Mindset, Healthcare Quality Improvement, Healthcare Value Improvement, IHI Psychology of Change Framework, IHI White Paper: Psychology of Change Framework (2018), IHI: Institute for Healthcare Improvement, Innovative Leadership, Inspiring Communicating Delegating Empowering Empathetic Leadership, Institute for Healthcare Improvement (IHI), Integrated Care Systems (ICSs), Intrinsic Motivation, Leaders Comfortable With More Autonomy at All Levels, Leaders in Healthcare Conference (November 2018), Leadership and Culture, Leadership in Integrated Care Systems, Leadership Style, Learning Culture, Matt Hancock: Secretary of State for Health and Social Care, Motivational Enhancement, NHS Change Model: Shared Purpose, NHS Graduate Management Training Scheme, NHS Leadership Academy, NHS Leadership Academy Contacts, NHS Leadership Academy Contacts: East of England Leadership Academy, NHS Leadership Academy Contacts: West Midlands Leadership Academy, NHS Leadership Academy: Moving to NHS Improvement, NHS North West Leadership Academy (NHS NWLA), Open Culture, People-Driven Approaches to Change, Psychology of Change, Psychology of Change Framework for Advancing and Sustaining Improvement, QI: Quality Improvement, Quality Improvement, Quality Improvement Culture, Redesigning Care Pathways, Redesigning Services, Respect for Autonomy, Rt Hon Matt Hancock MP, Service Redesign, Shared Purpose, Skillsets for Technological Revolution and Speed of Change, Skillsets Suitable for Meeting NHS Long-Term Plan, Social Care Institute for Excellence (SCIE), Staff College, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Theory X Versus Theory Y (Basic Motivational Models), Transformative Culture, Transparent Learning Culture, Very Senior Manager (VSM) Level Diversity | Leave a comment

Outline National Strategy for Information Technology in Health and Care (DHSC / BBC News / NHS England / NIHR / HEE / WHO / SMF)

Posted on October 21, 2018 by Dementia and Elderly Care News

Summary Matt Hancock, Health and Social Care Secretary, has announced the latest vision for IT modernisation in the NHS, This will involve moving applications / data to cloud-based services, and technical standards which will allow NHS IT systems to be … Continue reading →

Posted in Acute Hospitals, Assistive Technology, Commissioning, Community Care, Department of Health, Department of Health and Social Care (DHSC), For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Health Education England (HEE), Health Foundation, Integrated Care, International, Management of Condition, Mental Health, National, NHS, Nuffield Trust, Person-Centred Care, Quick Insights, Royal College of Physicians, Standards, Telecare, Telehealth, UK, Universal Interest, World Health Organization (WHO) | Tagged 100000 Genome Project: NHS Genomic Medicine Centres, 18 Week Wait and Patient Access, Accelerating Innovation, Access to Personal Health Records Online, Access to Primary Care, Access to Self-Collected Lifestyle Data From NHS apps or Fitness Trackers, Access to Transformative Health Technology, Acute Global Digital Exemplars, Adoption of Innovations, Adult Social Care Transformation Programme at Greater Manchester Health and Social Care Partnership, Advancing Applied Analytics Programme (Health Foundation), Ageing and Long-Term Care, Ageing Population, Ageing Society Grand Challenge Fund, AI and Data Grand Challenge, Alliance Manchester Business School: University of Manchester, Analytical Capability, Analytical Leadership, Applications of Big Data, Apps, apps for Smartphones or Tablets, Artificial Intelligence (AI), Association of Professional Healthcare Analysts (APHA), Bangor University, Barcode Medication Administration (BCMA), Barriers Limiting Analytical Capability in Health Care, Barriers to Innovation, Barriers to Joined-Up Care, Barts Health NHS Trust, BBC Health News, Behavioural Nudges, Benefits of Remote Monitoring, Berkshire Healthcare NHS Foundation Trust, Berkshire West ICS, Best Technology (Procurement), Betsi Cadwaladr University Health Board, Big Data, Big Data Analytics, Birmingham and Solihull Mental Health NHS Foundation Trust, Blurring Boundary Between Primary and Secondary Care, Brief History of NPfIT Failings, Building Analytical Capacity, Building the Digital Ready Workforce Programme (Digital Academy), Cambridge University Hospitals NHS Foundation Trust, Cambridge University Hospitals NHS Foundation Trust: Barcode Medication Administration (BCMA), Capacity Tracker, Capacity Tracker: Local Availability of Care Homes Vacancies, Care at Home, Care Research and Technology Centre: Imperial College London, CERA, Cheshire and Merseyside Health and Care Partnership, CIO Connect, Closing the Funding and Efficiency Gap, Cloud-Based Services, CMOC: Context–Mechanism–Outcome Configuration, Collaboration and Co-Development, College of Health and Behavioural Sciences: Bangor University, Connected Health Cities, Connecting Care for Children (CC4C), Corrective to Uncritical Uptake of IT Interventions: World Health Organization (WHO), Cyber Security, Cyber Security Standards, Dame Wendy Hall and Jérôme Pesenti’s Ideas re: Data Trusts to Facilitate Ethical Sharing of Data Between Organisations, Dan Sheldon: Head of Digital at Well Pharmacy, Daniel Korski CBE: Co-Founder and CEO of PUBLIC, Data and Digital Health, Data Interoperability, Data Safeguarding, Data Sharing, David Gann: Professor of Innovation and Technology Management at Imperial College London, Democratisation of Healthcare, Detentions Under the Mental Health Act: Reduced by Street Triage Teams, Digital Awareness, Digital Capabilities Framework (HEE), Digital Change in Health and Social Care, Digital Health, Digital Health Innovations, Digital Innovation, Digital Innovation Hubs, Digital Innovations in Health, Digital Interoperability, Digital Interventions for Health System Improvements, Digital Maturity, Digital Maturity Assessments, Digital Maturity Index, Digital Maturity Models, Digital NHS, Digital Service Transformation, Digital Services, Digital Services for Patients, Digital Skills, Digital Skills of NHS Workforce, Digital Suppliers, Digital Technology, Digital Technology and Innovation, Digital Workforce, Dr Ben Goldacre: Chair of Healthtech Advisory Board, Dr Ben Goldacre: DataLab at University of Oxford, Dr Ben Goldacre: Healthtech Advisory Board, Dr Eric Topol, Dr Simon Eccles: Chief Clinical Information Officer for Health and Care at NHS England, DyNADS: Dynamic Network Analysis Decision Support Tool, e-roster: Electronic Rostering System, Early Recognition and Treatment of Delirium Using Digital Technology, Early Recognition and Treatment of Pre-existing Mental Health History Using Digital Technology, Early Recognition and Treatment of Sepsis Using Digital Technology, East Kent Hospitals University NHS Foundation Trust, eCAT: Electronic Caseload Analysis Tool, Efficiencies and Productivity Gains, Efficiency and Effectiveness, Efficiency Opportunities, Efficiency Savings, Electronic Care Record (ECR), Electronic Health Records, Electronic Health Records (EHRs), Electronic Patient Record (EPR), Electronic Patient Record Systems, Electronic Patient Records: NHS, Electronic Rostering Systems, Encouraging Innovation, Equalising Access to Health-Improving Devices: Prescribing Personal Technology, Establishment Genie Tool, Ethical Sharing of Data Between Organisations, Fast Followers, Fast Followers Programme and GDE, Fast Health Interoperability Resources (FHIR), FIDO, Funding and Efficiency, Funding and Efficiency Gap, Gamification, Gamification (Improved Engagement and Motivation), Gateshead Health NHS Foundation Trust, Gateshead Health NHS Foundation Trust: Electronic Order Comms System (Pathology Tests), GDEs: Global Digital Exemplars, GDPR, Genomic England, Genomic Medicine, Genomic Technologies, Genomic Volunteers, Genomics, Genomics and Personalised Medicine, Glen Garrod: President of the Association of Directors of Adult Social Services (ADASS), Global Digital Exemplar and Fast Follower Programme, Global Digital Exemplar Blueprints, Global Digital Exemplars, Global Digital Exemplars for Mental Health, GP at Hand Service, GP Referral, Great Manchester Local Health and Care Record, Greater Manchester Health and Social Care Partnership, Hawley Report: Information as an Asset (1995), Health and Care Infrastructure, Health and Care of Older People, Health Data Research UK (HDR UK), Health Foundation’s Advancing Applied Analytics Programme, Health Information and Management Systems Society (HIMSS), Health Information Technology, Health Innovation, Health Research Authority (HRA), Healthcare Infrastructure, HealthRoster, Healthtech Advisory Board, Healthy Dementia Home (Professor David Sharp), Healthy Dementia Homes (UK Dementia Research Institute at Imperial College London), HEE Digital Capabilities Framework, HEE: Health Education England, Hospital Outpatient Care, ICD11, IK Springboard, Imperial College Healthcare NHS Trust, Improvement Analytics Unit (NHS England and Health Foundation Partnership), Improvement Analytics Unit: Health Foundation, Information and Data Linkage to Support Transformation, Information and Intelligence, Information and Intelligence Provided by Data Analysis, Information and Support for Patients and Carers, Information as an Asset Project, Information as an Asset Report, Information as an Asset: the Board Agenda. Hawley Committee (1995), Information as an Asset: Today's Board agenda: cilip/KPMG Position Paper (2019), Information Assets, Information Needs of Patients, Information Technology, Information Technology Connectivity, Infrastructure, Initial Code of Conduct for Data-Driven Health and Care Technology, Innovation and Technology Payment (ITP), Innovation in Bioinformatics, Innovation Infrastructure, Innovation Technology and Infrastructure, Integrated Digital Care Record (IDCR) Approach, Integrated Health and Care Records, Integrated Pain and Spinal Service (IPASS), Integrated Patient Acuity Monitoring Systems, Integration of Health and Care, Intermountain Model, Internet First, Interoperability, Interoperability Specifications, Interoperability Standards, Interoperable Electronic Health Records, Investing for Transformation, Investment in Health and Care Data Analytics, Investment in Information Technology, IT Infrastructure, Jeni Tennison: CEO of Open Data Institute, Jo Chilton: Programme Director of Adult Social Care Transformation Programme at Greater Manchester Health and Social Care Partnership, Karen Kirkham: NHS England’s National Clinical Advisor for Primary Care, Kent and Medway Primary Care Trust, Kent Surrey and Sussex AHSN, Learning Health Communities, Learning Health System (LHS): Using Data for Learning and Improvement, Learning Health System Cycle, LEGO Serious Play, LEGO® SERIOUS PLAY® Methodology, LHCRE Approach, LHSs: Learning Health Systems (Nuffield Trust), Local Health and Care Record (LHCR) Programme, Local Health and Care Record Exemplar (LHCRE), Local Health and Care Records Exemplars, Management Information Systems, Manoj Badale: Co-Founder of Blenheim Chalcot, Matt Hancock: Secretary of State for Health and Social Care, Matthew Gould: CEO of NHSX, Matthew Swindells: Deputy Chief Executive of NHS England, Mental Health - Global Digital Exemplars, Michelle Brennan: Group Chair for Johnson and Johnson Medical Devices Companies, MIS: Management Information System, Most Advanced Health and Care System in World (NHS Ambition), MyCOPD app, National Early Warning Score (NEWS), National Health Servers: Delivering Digital Health For All (Social Market Foundation), National Information Board’s Building a Digital Ready Workforce (BDRW) Programme, National Information Board’s Plans to Improve Digital Services in Health and Care, National Institute for Health Research (NIHR), National Institute for Health Research (NIHR) Service Delivery and Organisation (SDO), National Programme for Information Technology (NPfIT), Nervecentre Platform: Nottingham University Hospitals, New Technology, NHS apps Library, NHS at 70: New Technology for the NHS and Patients, NHS Culture, NHS Dictionary of Medicines and Devices (dm+d), NHS Digital Data and Technology Standards Framework, NHS Digital Education Programme (Proposed), NHS Digital’s Data Security and Protection Toolkit, NHS Electronic Patient Records, NHS England Blueprints (Spreading Digital Innovation), NHS Estate and Information Technology, NHS Infrastructure for LHSs, NHS Investment in Digital Technology and Infrastructure, NHS IT Infrastructure, NHS Number, NHS Property Services, NHS Technology Agenda, NHS Workforce, NHS-R Community, NHSX, Nicola Blackwood: Chair of Human Tissue Authority, Nicole Junkermann: Founder of NJF Holdings, NMMDS: Nursing Management Minimum Data Set, North West London: Connecting Care for Children (CC4C), Northumberland Tyne and Wear NHS Foundation Trust, Nottingham University Hospitals NHS Trust, Nudge, Nursing Workforce Planning and Deployment Technologies, OAuth 2.0, Online Patient Consultations, OPCq: (Oulu Patient Classification Qualisan) Instrument, Open Application Programming Interfaces (APIs), Open Culture, Open Data and Big Data, Open Standards, Open Standards Principles, Open Systems, OpenID Connect, Optimising Benefits of Digital Technology, Optimising Patient Outcomes Using Digital Technology, Optimising Use of Digital Technology, Oulu Patient Classification Instrument, Outpatient Appointments, Outpatient Attendances, Outpatient System: Redesign, Outpatients, Outpatients: Adding Value Through Sustainability (RCP 2018), Paper-Free Healthcare, Paper-Free NHS, Paperless Systems, Parker Moss: F-Prime and Eight Roads, Patient Access to Records, Patient Activation, Patient Choice, Patient Empowerment, Patient Records, Patients Know Best (PKB): Surrey and Sussex Healthcare NHS Trust, Personalised Medicine, Personalised Medicine: Improving Outcomes, Personalised Technology, Planned Operations and Care Within 18 Weeks of Referral, Preparing the Healthcare Workforce for the Digital Future. Final Report (Topol Review), Prescribing Digital Skills for Health and Care Workforce, Prevention of Avoidable Outpatient Appointments, Professional Record Standards Body (PRSB), Professor David Sharp: UK Dementia Research Institute at Imperial College London, Professor Stephen Powis: NHS England's National Medical Director, Public Cloud First, Rachel Dunscombe: CEO of NHS Digital Academy and Director of Digital for Salford Royal NHS Group, RAFAELA: RAFAELA® System (Finnish Consulting Group), RCGP Surveillance Unit, Realist Reviews, Realist Syntheses, Reducing Unnecessary Trips to Hospital, Reducing Waste in the NHS, Reform Health Conference (2019), Remote Appointments, Remote Consultations, Remote Monitoring, Remote Monitoring Systems, Remote Prescribing, Robotics and Voice Assistants: Dementia Support, Robotics and Voice Assistants: Medication Management, Robotics and Voice Assistants: Support for Rehabilitation, Roger Taylor: Chair of Centre for Data Ethics and Innovation, Royal Berkshire NHS Foundation Trust, Royal College of Physicians (RCP), Royal Liverpool and Broadgreen University Hospitals NHS Foundation Trust, Royal Liverpool and Broadgreen University Hospitals NHS Trust (Digital Exemplar), Royal Liverpool and Broadgreen University Hospitals NHS Trust: Early Recognition and Treatment of Sepsis, Ruth May: Chief Nursing Officer for England, SafeCare (Allocate), Safer Nursing Care Tool, Salford Royal NHS Foundation Trust, Salford Royal NHS Foundation Trust: Electronic Assessment Tool for Delirium, Sarah Wilkinson: Chief Executive at NHS Digital, School of Healthcare Sciences: Bangor University, Self Care (Technology-Supported), Self-Management (Technology-Supported), Service Transformation, Shortfalls in Analytical Capability, Simon Eccles, Sir Mark Walport: Chief Executive of UK Research and Innovation (UKRI), Skills Framework for the Information Age (SFIA) Model, Skype, Smartphones, SNOMED CT, Social Market Foundation, Specialist Primary Care Services, Standardisation of Data Infrastructure Platforms and APIs, STEAM: System to Escalate and Monitor Clinical Capacity, Street Triage Teams (Mental Health), Surrey and Sussex Healthcare NHS Trust, Sustainability, Sustainable Digital Transformation, Tackling Wasteful Spending, Taunton and Somerset NHS Foundation Trust, Technologies Improving Patient Safety and Freeing-Up Resources, Technology and Infrastructure Development, Technology and the NHS Estate, Telehealth (Remote Monitoring), Telemedicine, TeleTracking, Text Messaging, Tools in Modern Browsers, Topol Review: Health Education England, Tracking Patient Care, Tracking Patient Progress, Transformational Commissioning, Transformational Technologies, Transformative Health Technology, Transformative Technology, Treating Patients Closer to Home, Trialling Use of Amazon Echo in Adult Social Care, Triangulated Approaches to Safe Staffing, UK’s National Programme for Information Technology (NPfIT), Unified Codes for Units of Measure (UCUM), University of Manchester, Unnecessary Outpatient Appointments, Untapped Potential: Investment in Health and Care Data Analytics (Health Foundation), Upgradability, Use of Data and Technology to Transform Outcomes for Patients and Citizens, Value of Data Analysis, Video Consultations to Avoid Outpatient Attendances, Virtual e-Clinic (Tower Hamlets), Walton Centre Neurology Advice Line, Walton Centre Neurology Hotline for GPs, WannaCry Attack (2017), WCS Care, Wearable Technology, WHO Guideline: Recommendations on Digital Interventions for Health System Strengthening, Whole Systems Integrated Care, Whole Systems Integrated Care (WSIC), Will Smart: NHS England's Chief Information Officer for Health and Care, Workforce Competencies, Workforce Development, Workforce Education, Workforce Planning and Deployment Tools and Technology (WPTs), Workforce Skills, Working With Digital Suppliers, World Health Organization (WHO), World Health Organization (WHO): Corrective to Over-Optimism Regarding IT, WPT: Workforce Planning and Deployment Tools and Technology, Wrightington Wigan and Leigh NHS Financial Trust | Leave a comment

Re-Vamped NHS Change Model (NHS England)

Posted on April 18, 2018 by Dementia and Elderly Care News

Summary NHS England’s Sustainable Improvement Team has released an updated version of the “NHS Change Model”, which last appeared in 2012. The model provides a framework intended to help guide NHS projects aiming to achieve transformational and sustainable change. The … Continue reading →

Embedding a Culture for Quality Improvement (King’s Fund)

Posted on November 10, 2017 by Dementia and Elderly Care News

Summary Establishing quality improvement approaches which actually work has much to do with suitable leadership and organisational culture, according to a new King’s Fund report. Full Text Link Reference Embedding a culture of quality improvement. [Online]: King’s Fund, November 9th … Continue reading →

Exploring the Potential of Quality Improvement in Mental Health (King’s Fund / BJGP)

Posted on July 26, 2017 by Dementia and Elderly Care News

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 →

Compassionate Leadership and Innovation in Health Care (King’s Fund / Health Foundation / NHS Leadership Academy)

Posted on May 9, 2017 by Dementia and Elderly Care News

Summary Four aspects of organisational culture which might better promote innovative and high-quality care in the NHS are said to comprise: An inspiring vision and strategy. A culture of inclusion and participation. More open team and cross-boundary working. Greater support … Continue reading →

Tag Archives: Open Culture

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