Tag Archives: Patient-Centred 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

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 →

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

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 →

Time to Deliver on the Five Year Forward View (BBC News / NHS England / Department of Health)

Posted on June 7, 2015 by Dementia and Elderly Care News

Summary The seven main national health bodies (namely NHS England, Monitor, the NHS Trust Development Authority (TDA), the Care Quality Commission (CQC), Public Health England, the National Institute for Health and Care Excellence (NICE) and Health Education England) jointly published … Continue reading →

Posted in Acute Hospitals, BBC News, Commissioning, Community Care, CQC: Care Quality Commission, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Education England (HEE), In the News, Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, NICE Guidelines, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Public Health England, Quick Insights, Standards, UK, Universal Interest | Tagged 100000 Genomes Project, 5YFV: NHS Five Year Forward View, Accelerating Innovation, Access to Elective Care, Access to Mental Health Services, Ageing Population, Ageing Society, Agency Staff, Agency Staff (Exorbitant Waste of NHS Funding), Arm’s Length Bodies, Arm’s Length Bodies (Department of Health's ALBs), Atlas of Variations in Procurement, Bank And Agency Staff, Baroness Cumberlege, BBC Health News, Better Out-of-Hospital Care to Prevent Attendance and Admissions, Better Procurement, Cancer Treatment, Cancer Treatment Standards, Cancer Waiting Times, Center for Conservation Biology: Stanford University, Child and Adolescent Mental Health Services, Children and Young People IAPT Programme, Chronic Conditions, Clinical Networks, Coalition of the Willing, Commissioning and Funding, Commissioning for Value, Community and Voluntary Sector, Community Services, Community Volunteering, Constrained Funding, Contract and Agency Staff, Controls on VSM Pay, Coordinated Health and Social Care, Creative Use of NHS Estate, Culture, Culture and Leadership, Culture Change, Dalton Review (2014), Demand Management, Department of Biology and Woods Institute: Stanford University, Department of Psychology: Stanford University, Devon, Diabetes Prevention Programme, Efficiency Savings, Efficiency Savings: Diverting Resources to Front-Line Care, Emmett Interdisciplinary Program in Environment and Resources: Stanford University, Encouraging Innovation, Enforced Support (New Success Regime), Essex, Estate Efficiencies, Expert Patient Programme, Failing Hospitals, Failing Services (NHS and Social Care), Faustian Pact: Trading £8 Billion in Extra Funding For £22 Billion in Efficiency Savings, Finance and Procurement, Finance Directorate, Financial Context, Financial Pressures, Financial Sustainability in the NHS, Five Year Forward View, Five Year Forward View (NHS England), Forest Bathing, Former Health Secretary Jeremy Hunt, Forward View, Forward View Progress: Pilot Programmes Map, Funding Challenges, Gary Caplin: Chief Executive of Virginia Mason Hospital (Seattle), Global Economic Dynamics and the Biosphere: Royal Swedish Academy of Sciences, Governance Arrangements Driving the Five Year Forward View, GP Services Co-Located With A&E Department, GPs Co-Located With A&E Department, Greater Manchester, Greening Grey Britain Campaign, Harpal Kumar: Chief Executive of Cancer Research UK, Harpal Kumar: Head of NHS Cancer Taskforce, Health and Care Voluntary Sector Strategic Partner Programme, Health and Social Care, Health and Social Care Configuration, Health and Social Care Costs, Health and Social Care Integration, Health and Social Care Providers, Health and Social Care Reform, Health and Social Care Services, Health and Social Care: Integration Transformation Fund, Hospital Chains, Hospital Waiting Times, IAPT: Improving Access to Psychological Therapies, Improving Access to Mental Health Services by 2020, Improving Access to Psychological Therapies (IAPT), Integrated Out-of-Hospital Care, Integration of Health and Social Care, Integration of Health and Social Care for Older People, Integration Transformation Fund, Integration Transformation Fund (aka Better Care Fund), Integration Transformation Fund (ITF), International Recruitment, Jeremy Taylor (Chief Executive of National Voices), Laureate Institute for Brain Research (Tulsa), Lean and Quality Improvement, Lean and Six Sigma, Lean Manufacturing Techniques, Lean Thinking, Local Communities and Voluntary Groups, Local Government Association, Loneliness and Social Isolation, Lord Carter Review, Maximising the value of NHS £115 Billion Spend, Monitor, Multispecialty Community Providers, National Buying Power of NHS, National Institute for Health and Care Excellence (NICE), National Prevention Board (Public Health England), National Quality Board (NQB), National Voices, Nature and Wellbeing, Nature Experience Reduces Rumination, Never Events, New Care Models Programme: Urgent and Emergency Care (UEC) Vanguards, New Care Models: Vanguard Sites, New Deal for Primary Care, New Models of Care, New Success Regime (NHS England), NHS Clinical Commissioners, NHS Confederation Annual Conference 2015, NHS Confederation Conference (2015)), NHS Culture, NHS Culture Change, NHS Diabetes Prevention Programme, NHS Efficiency Savings, NHS England (Formerly the NHS Commissioning Board), NHS England Five Year Forward View, NHS England’s Five Year Forward View, NHS England’s New Success Regime, NHS England’s Success Regime, NHS Expert Patient Programme (EPP), NHS Five Year Forward View (5YFV), NHS Five Year Forward View Board, NHS Funding, NHS Funding Gap, NHS Procurement, NHS Providers, NHS Safe Staffing, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Development Authority (NTDA), NHS Trust Development Authority (TDA), NHS Waiting Times, NHS Warrington CCG, NHS: Rated World’s Best Health Service, NICE Abandoning Work on Safe Staffing Standards, North Cumbria, North East and West Devon, Obesity, Out-of-Hospital Care, Out-of-Hospital Services, Out-of-Hours GP Services Co-Located With A&E Department, Over-Reliance on Agency Staff, Patient Safety, Patient-Centred Culture, Paul Farmer (Mind), Peoples and Communities Board, PNAS, Pooled Budgets (Pooled Funds), Pooled Funding, Population Growth, Preventing and Managing Demand, Prevention, Prevention Agenda, Proceedings of the National Academy of Sciences (PNAS), Proceedings of the National Academy of Sciences of the United States of America (PNAS), Redesigning More Productive Services, Reducing Demand (Treatment and Recovery), Reducing Downstream Spending (Prevention Public Health and Self-Care), Removal of Two Waiting Time Targets, Return to Practice Campaign, RightCare’s NHS Atlas of Variation, Royal Swedish Academy of Sciences, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Rumination, Safe Staffing Advisory Committee (NICE), Safe Staffing Standards, School of Community Medicine (Tulsa USA), Self-Care, Self-Help, Service Redesign, Service Transformation, Shared Strategic Planning, Shinrin-Yoku: Taking in the Forest Atmosphere aka Forest Bathing, Simon Stevens: Chief Executive of NHS England, Sir David Dalton: Chief Executive of Salford Royal NHS Foundation Trust, Social Care, Social Isolation, Social Prescribing, Specialists in Out-Of-Hospital Settings, SSAC: Safe Staffing Advisory Committee, Staff Retention, Staff Sickness Levels, Stanford University, Stockholm Resilience Centre, Subgenual Prefrontal Cortex (sgPFC), Subgenual Prefrontal Cortex Activation, Success Regime (NHS England), Success Regimes in England, Surgical Never Events, Sustainable Funding, SWASFT Right Care Right Place Right Time Initiative, Sweden, Thinking Outside of the Box, Transformational Commissioning, UEC Vanguards, Upstream Interventions, Urbanization and Mental Illness, Urgent and Emergency Care Vanguards, Vanguard Programme, Variations in Procurement, Virginia Mason Hospital: Seattle, Voluntary and Community Sector, Waiting Time Standards, Waiting Time Targets in the NHS in England, Waiting Times and Access Standards, Workforce Advisory Board, Workforce Advisory Board Exemplars, Workforce Race Equality Standard | Leave a comment

RCP’s Future Hospital Model: An Update (RCP)

Posted on September 28, 2014 by Dementia and Elderly Care News

Summary The Royal College of Physicians (RCP) earlier this month released a further document explaining their model for the future hospital. Roughly a year since publication of the original plan, and in readiness for the 2015 general election, the RCP … Continue reading →

Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Royal College of Physicians, Standards, UK, Universal Interest | Tagged 10-Year Vision, 2015 Challenge: NHS Confederation, ACH: Acute Care Hub, Acute Care Coordinator, Acute Care Hub, Acute Care Hub (ACH), Acute Hospital Care, Admissions, Ageing Population, Alternatives to Hospital Admission, Balance Between Care by Specialists and Generalists, Barriers to Engagement, Barriers to Integration, Barriers to Joined-Up Care, Bed/Ward Moves, Beyond Institutional Boundaries, Care and Compassion, Care by Specialists and Generalists, Care focused on Prevention and Recovery, Care for Vulnerable Older People, Care of Frail Older People With Complex Needs, Care Seven Days a Week, Clinical Co-Ordination Centre, Clinical Coordination Centre, Clinical Coordination Centre (CCC), Clinical Leadership, Clinical Leadership for Cross Boundary Service Redesign, Clinical Quality Improvement, Clinician Citizenship, Collaboration, Collaborative Working, Communication, Community Care, Community-Based Rehabilitation Services, Compassionate Care, Complex Chronic Conditions, Complex Discharge Ward, Complex Needs, Comprehensive Geriatric Assessment (CGA), Consultant Input, Consultant Physicians, Continuity of Care, Coordinated Specialist Care, Culture of Compassionate Care, Delivering the Future Hospital, Discharge, Discharge Coordination, Discharge Planning, Discharge Support, Early Senior Review Across Medical Specialties, Early Supported Discharge (ESD), Early Supported Discharge Teams, Elderly Care Assessment Unit (ECAU), Electronic Patient Record (EPR), Electronic Patient Records: NHS, End to Silo Working, Enhanced Care, Enhanced Recovery Programmes, Evidence-Based Legislation, Expert Care and Assessment, Extended Roles for Physicians in the Community, Extension of Hospital Services Into the Community, Five Point Plan for Hospitals (RCP), Frailty Units, Future Hospital Commission, Future Hospital Explained, Future Hospital Principles, General Hospital Care, General Hospitals, Generalist Inpatient Pathways, Generalist Ward-Based Teams, Generalists, Geriatric Evaluation and Management Unit (GEMU), Good Communication, Handover, Health and Social Care Integration, High Dependency Unit (HDU), Holistic Care, Hospital Discharge, Hospital Discharge and Transfers, Hospital Reconfiguration, Hospital: More Than a Building (RCP), Hospital–Community Interface, Hospital’s Public Health Role, Improving Public Health, Information Sharing, Information to Revolutionise Care, Integrated Acute and Specialist Care Beyond the Hospital, Integrated Discharge Process, Integrating Health and Social Care, Intermediate Care, Joined-Up Care, Large Scale Tendering of Health Services (in England), Liaison Psychiatry Services, Long-Term Care (LTC), Long-Term Conditions (LTCs), MDTs: Multidisciplinary Teams, Medical Division, Medical Division Remit, Medical Leadership Competency Framework (MLCF), Medical Professionalism, Models of Integration, Multi-Disciplinary Team (MDT), Multidisciplinary CGA Approach, Multiple Health Issues, Multiple Needs, Multiple-Morbidities, Named Consultants, New Model of Care: Future Hospital Commission, New Model of Clinical Care (RCP), New Structures in the Future Hospital, NHS Confederation’s 2015 Challenge, NHS Service Reconfiguration, No Harm Culture, Ongoing Care, Optimal Assessment in Hospital, Out of Hours Services, Outliers, Outreach Services, Overcoming Barriers, Patient Discharge, Patient Experience, Patient-Centred Care, Patient-Centred Culture, Patient-Centred Vision, Payments to Drive Collaboration, Post-Discharge Activities, Post-Discharge Support, Preventative Care, Preventive Care, Primary / Secondary Care Interface, Principles of Patient Care (RCP), Principles of Service Redesign, Professor Sir Michael Rawlins: Chairman of Future Hospital Commission, Public Health, Public Health Agenda, Public Health Interventions, Rapid Access (‘Hot’) Clinics, RCP Acute Medicine Task Force, RCP’s Patient and Carer Network, Recovery, Rehabilitation Services, Royal College of Physicians (RCP), Royal College of Physicians of London, Safe and Compassionate Care, Seamless Care Between Settings, Self-Management, Self-Management in Chronic Illness, Self-Management Support, Service Redesign, Service Reviews, Seven-Day Services in Hospital, Seven-Day Services in the Community, Shared Decision-Making, Shared Responsibility, Single Medical Division, Specialist Inpatient Pathways, Stable Medical Teams, Support to Care Home Residents, Supporting Patients to Leave Hospital, Tackling Barriers to Innovation, Team Working, Teams, Urgent Care Centre (UCC), Vision of Patient Care: Future Hospital Commission, Vulnerable Older People | Leave a comment

Care Quality Commission: Special Measures Approach for Care Homes? (BBC News)

Posted on July 17, 2014 by Dementia and Elderly Care News

Summary The system of special measures, designed to improve failing hospitals in England, is likely to be extended to care homes. Full Text Link Reference Triggle, N. (2014). Hospital failure regime extended to care homes. London: BBC Health News, July … Continue reading →

Posted in BBC News, Community Care, CQC: Care Quality Commission, For Carers (mostly), For Nurses and Therapists (mostly), For Social Workers (mostly), In the News, Management of Condition, National, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged Avoidable Harm, BBC Health News, Buddying Schemes, Care Home Assessments, Care Home Inspections, Care Home Market, Care Home Regulation, Care Home Sector, Care Homes, Care Quality Commission (CQC), Compassion and Care, Compassionate Care, Culture Change, Culture of Zero-Harm, Dementia Care in Care Homes, Dignity and Respect, Failing Care Homes, Failing Hospitals, Human Rights in Care Homes, Improving Patient Safety, Improving Standards in Care Homes, Independent Scrutiny, Living Well in Care Homes, Management Changes, National Care Association (NCA), NHS Culture, NHS Patient Safety Culture, NHS Safe Staffing, No Harm Culture, Nurse Staffing Levels, Open Culture, Openness and Transparency, Organisational Culture, Patient Safety, Patient-Centred Culture, Professor Sir Mike Richards: Former Chief Inspector of Hospitals (CQC), Quality Ratings, Rating Systems, Safe Staffing, Safeguarding Adults in Care Homes, Scrutiny, Special Measures, Transparency, Transparency and Public Trust | Leave a comment

NHS Reform: Reform From Within (King’s Fund)

Posted on June 15, 2014 by Dementia and Elderly Care News

Summary The “Reforming the NHS from within: beyond hierarchy, inspection and markets” report from the King’s Fund reviews different approaches to reforming the NHS in England. The focus is said to be on the implementation of new models of care … Continue reading →

Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, Local Interest, Management of Condition, National, NHS, Person-Centred Care, Quick Insights, Standards, UK | Tagged Active Engagement, Approaches to Improving Public Services, Barker Commission, Bottom-Up NHS Reform, Canterbury District Health Board: DHB (New Zealand), Characteristics of Continuously Learning Health Care Systems, Choice, Choice and Competition, Chris Ham: The King’s Fund, Collaboration, Collaborative Care, Collaborative Leadership, Collaborative Working, Command-and-Control Versus Systems Thinking, Commission on the Future of Health and Social Care in England, Commitment (Rather Than Compliance), Competition and Choice, Complementary Approaches to Reform, Continuous Improvement, Continuous Learning Culture, Cultural Leadership, Decentralisation of Public Services, Devolution (NHS Reform), Edwards Deming, Enabling Devolution, Engagement, Extrinsic Motivation, Front Line Engagement, Government Policy, Health and Social Care Integration, Health Care Reform, Health Policy, Health Reform, High-Performing Organisations, Improvement From Within, Incentives, Inspection and Regulation, Institute for Government (IfG), Institute for Healthcare Improvement (IHI), Institute of Medicine (IOM), Integration of Health and Social Care, Integration of Primary Secondary and Community Care, Intermountain Healthcare (US), International Comparisons, Intrinsic Motivation, Jönköping County Council: Sweden, Kaizen, Kate Barker: Chair of Commission on the Future of Health and Social Care in England, King's Fund’s Time to Think Differently Programme, Lack of Consistency, Leadership, Leadership Development, Learning Organisations, Local Leadership, Local Strategic Commissioning, NHS Leadership, NHS Management, NHS Modernisation Agency, NHS Payment Reform, NHS Reform, Openness and Transparency, Patient and Public Engagement (PPE), Patient Choice, Patient Engagement, Patient-Centred Culture, Patient-Centred Leadership, Patient-Centred Vision, Patient–Clinician Partnerships, Performance Targets, Policy, Provider Engagement, Quality Improvement, Quality Improvement Approaches, Realistism in Inspection and Regulation, Reforming Social Care, Salford Royal NHS Foundation Trust, Salford Royal NHS Foundation Trust’s Improvement Strategy, Science and Informatics, Self-Directed Care, Shared Culture, Social Care Reform, Staff Motivation, Systems Thinking in the Public Sector, Targets, Targets and Performance Management, Tendency Towards Hyperactivity (Interventionism), Time to Think Differently Programme, Top-Down Policy, Toyota Production System (TPS), Transparency, Transparency and Accountability, Unwarranted Variations, Veterans Health Administration (VA), Virginia Mason Medical Center (US), Virginia Mason Production System (VMPS), Westminster and Whitehall | Leave a comment

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