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Tag Archives: Quality and Service Improvement Tools
Introducing the NHS Improvement Directory (NHS Improvement)
Summary NHS Improvement have compiled an online directory listing a wide variety of websites and online resources which supply online improvement tools, case studies or networks to support innovation and quality improvement in health and social care. Full Text Link … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, NHS Improvement, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Practical Advice, Quick Insights, Standards, UK, Universal Interest
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Tagged Academic Health Science Networks (AHSNs), Academy of Fabulous NHS Stuff, Academy of Medical Royal Colleges (AoMRC), AHSN Atlas, AHSN Atlas of Solutions in Healthcare, Beautiful Information, Best Possible Value: Future-Focused Finance Programme, Better Care Exchange, BMJ Quality, Care Improvement Works, Chief Scientific Officer's Quality Improvement Champions, Commissioning Handbook, Commissioning Handbook for Librarians, Compassionate Collaborative and Inclusive Leadership, Continuous Improvement, Continuous Learning, Continuous Learning and Improvement, Continuous Learning Culture, Continuously Improving Care, Continuously Improving Population Health, Continuously Improving Value for Money, Culture and Behaviour Change, Culture and Leadership, Culture Change, Culture of Raising Concerns, Culture of Safety, Culture of Zero-Harm, e-Learning for Health (e-LfH) Hub (HEE), e-learning for Healthcare, East London NHS Foundation Trust, East London NHS Foundation Trust (QI), ECL Sensory Service, EIDO Healthcare (Informed Consent-Specific Patient Information), Emergency Care Intensive Support Team (ECIST), Enhanced Health in Care Homes, Enhancing the NHS Through International Engagement (NHS International Activity), Ergsy, Every Birth a Safe Birth, Foundations of Improvement Science in Healthcare (FISH), Fracture Liaison Service Database (FLS-DB), Future Focused Finance (NHS Finances), Future Hospital Commission (FHC), Future Hospital Programme, Future Hospital Programme Partners, Health Foundation, Health Foundation's Q Initiative, Health Quality Ontario (Quality Compass), Healthcare Complaints Analysis Tool, Healthcare Complaints Analysis Tool (HCAT), Healthcare Quality Improvement Partnership (HQIP), Healthcare UK, Hertfordshire Community NHS Trust and Leicester Partnership NHS Trust's Health for Kids, Implementing Recovery through Organisational Change (ImROC), Improvement Directory (NHS Improvement), Information Exchange, Integrated Primary and Acute Care Systems, Joint Leadership, Kissing It Better, Knowledge 4 Commissioning, Knowledge Management Platform (PHE), Leadership, Leadership and Culture, Leadership Development, Leadership for Culture Change, Lean and Quality Improvement, Lean and Six Sigma, Learning Culture, Learning Environment (NHS England), Local Government Association: LGA, Local Leadership, Local Sustainability and Transformation Plans (STPs), Maternal Mental Health: Everyone's Business, Medicines and Healthcare Products Regulatory Agency (MHRA), Mental Health First Aid England, Mental Health Foundation (MHF), MINDSet, Multispecialty Community Providers, My NHS (MyNHS), National Collaborating Centre for Mental Health (NCCMH), National Hip Fracture Database, National Institute for Health and Care Excellence (NICE), National Joint Registry for England Wales Northern Ireland and Isle of Man (NJR), National Voices, NESTA: National Endowment for Science Technology and the Arts, NETS LeanApp, New Models of Care Vanguards, NHS Atlases of Variation, NHS Atlases of Variation in Health and Health Care, NHS Digital, NHS England AHSN Network, NHS England Learning Environment, NHS England's Realising the Value Programme, NHS Improvement Directory, NHS Leadership Academy, NHS Networks, NHS Sustainable Development Unit, NICE Savings and Productivity Collection, North East Transformation System (NETS), North East Transformation System Limited (NETS Ltd), Open and Supportive Culture, Open Culture, Oversight, PDSA (Plan Do Study Act) Model, PDSA Improvement Methodology, Peer-to-Peer Exchange of Ideas, Peer-to-Peer Learning, Plan Do Study and Act (PDSA), Promise to Learn: Berwick Report, Public Health England (PHE), Public Health Profiles, QI at East London NHS Foundation Trust, Quality and Service Improvement Tools, Quality Improvement, Quality Improvement Approaches, Quality Improvement Champions Group, Quality Improvement in General Practice, Quality Improvement Tools, RCP: Royal College of Physicians, Realising the Value, Rehab 4 Alcoholism, Richmond Group of Charities, Royal College of General Practitioners (RCGP), Royal College of Surgeons (RCS), Skills for Care (SfC), Social Care Institute for Excellence (SCIE), Social Care Online, Social Partnership Forum, Spreading Change, Statistical Process Control, Statistical Process Control Methodology, Sustainability and Transformation Plans (STPs), Sustainable Development Unit (SDU), System Leadership, Talent Management, Team Working, The Edge (Horizons Group of NHS England), Theory of Constraints, Time to Change, Time to Change Programme, Total Quality Management (TQM), Unicef: Baby Friendly Initiative, Urgent and Emergency Care Vanguards, Workforce Development
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The Emergency Care Improvement Programme (NHS England / UEC Review Team / ECIP / ECIST / BMJ Open)
Summary The Emergency Care Improvement Programme (ECIP) has created possibly the ultimate collection of online resources to help hospitals understand and manage the challenges in improving the quality and performance of urgent and emergency care systems (and to address the … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, International, King's Fund, Local Interest, Management of Condition, National, NHS, NHS England, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, Statistics, UK
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Tagged A&E Waiting Times and Activity, Access to Urgent and Emergency Care, Accountable Care Organisations (ACOs), Accountable Care Organisations (in United States and England), ACOs in the United States, Acute Care, Acute Care Collaboration, Acute Care Services, Acute Frailty Unit, Acute Hospital A&E and Liaison Mental Health Teams, Acute Hospital A&E and Liaison Mental Health Teams: Transforming Mental Health Crisis Care (NHS England), Acute Medical Care for Frail Older People, Acute Medicine Units (AMUs), AEC at Dudley Group NHS FT, Ageing Population, Alfred Squire Road Health Centre (Wolverhampton), Alison Tonge: Director of Commissioning Operations at NHS England (West Midlands), Alternative Quality Contract (AQC), Assertive Holistic Management of Frail and Vulnerable Patients Back Into Community, Better Care Together (Morecambe Bay Health Community) (Integrated Primary and Acute Care System), Better Care Together (Morecambe Bay Health Community) Vanguard, BMJ Open, Bradley Health Centre (Wolverhampton), Breaking the Cycle SAFER Patient Flow Bundle, Canada, Centers for Medicare and Medicaid Services (CMS) Programme, CMS Group Practice Demonstration Programme, Co-Location, Co-Location Models, Co-Location of Other Out-Of-Hours Services With A&E Departments, Colchester Hospital University NHS Foundation Trust, Council of Accountable Physician Practices (CAPPs), Crowding and Exit Block in Emergency Departments, Delayed Transfers of Care, Delayed Transfers of Care (DTOC), Demand Management, Discharge and Out of Hospital Care, Dr Dan DeRosa: Chair of NHS Wolverhampton CCG, Dr Helen Thomas: National Medical Adviser for Integrated Urgent Care (Formerly NHS 111), Dr Vincent Connolly: Medical Director of Emergency Care Improvement Programme, Dysfunctional Patient Flow, Early Supported Discharge (ESD), ECIP, ECIP Safer Faster Better Webinars, ECIP: Emergency Care Improvement Programme, Emergency Admissions, Emergency Ambulance Services, Emergency and Urgent Care Services, Emergency Attendances, Emergency Bed Use, Emergency Care, Emergency Care Data Set, Emergency Care Improvement Programme (ECIP), Emergency Care Intensive Support Team (ECIST), Emergency Care Leads, Emergency Centres, Emergency Departments, Emergency Medical Services (EMS), Emergency Services, Enablers of Integrated Care, Experience Based Design, Factors Behind Increasing Emergency Admissions, Factors in Increased Use of Urgent and Emergency Care, Faculty of Nursing: University of Laval, Faculty of Nursing: University of Montreal, Four-Hour A&E Waiting Time Target, GP Out-of-Hours Services, GPs, Handover, Hospital Waiting Times, Improving Patient Flow, Independent Practice Associations (IPAs), Inpatient Admissions and Bed Management in NHS Acute Hospitals, Integrated Care in Northumberland, Integrated Primary and Acute Care Systems (PACS), Integrated Primary Care Teams (IPCT) Pilot Project, Integrated Primary Care Teams (IPCTs), Integrated Urgent Care (Formerly NHS 111), Integrated Urgent Care (NHS England), Integrated Urgent Care Services in Wolverhampton, Interdisciplinarity, Intermountain Healthcare (US), John Harrison: Chief Executive of West Midlands Doctors Urgent Care (WDUC), Kaiser Permanente, Lea Road Medical Practice (Wolverhampton), Liaison Mental Health Services, Liaison Mental Health Teams, Local Integration, Local System Resilience Groups, Long Waiting Times, Long-Term Conditions (LTCs), Low Hill Health Centre (Wolverhampton), Massachusetts Alternative Quality Contract (AQC), Medical Directors, Mental Health Crisis Care Concordat, MGS Medical Practice (Wolverhampton), Monitor, Moving Healthcare Closer to Home, Multi-Disciplinary Accelerated Discharge Event, Multi-Specialty Group Practices, Multimorbidities and Long-Term Conditions, New Cross Hospital, New Cross Hospital’s Urgent Care Centre (UCC), NHS 111, NHS Community Pharmacies, NHS England’s Five Year Forward View, NHS England’s Urgent and Emergency Care (UEC) Review Programme, NHS Five Year Forward View (5YFV), NHS Waiting Times, Northumberland, Nurse Practitioner-Led Clinics (NPLCs), Optimising Acute Frailty, Out of Hospital Community Care, Out-of-Hospital Urgent Care, Out-of-Hospital Urgent Care Programme, Out-of-Hours General Practice, Out-of-Hours Primary Care, Pathways for Frail and Vulnerable People, Patient flow, Patient Flow Within Hospitals, Patient Flows, Patient Handovers, Patient Safety, Pioneer and the Shared Savings Programme, Pioneer Programme, Prevention of Avoidable Emergency Admissions: Proactive Management of Long-Term Conditions, Primary and Acute Care Systems (PACS), Primary Care and Community Pharmacy Network, Primary Care Co-Location, Primary Care Nurse Practitioners (PCNPs), Primary Care Out-of-Hours (OOH) Services, Primary Care Vertical Integration, Primary Care Vertical Integration Pilot: Royal Wolverhampton NHS Trust (RWT), Primary Healthcare Teams, Professor Geoff Layer: Vice Chancellor of the University of Wolverhampton, Quality and Service Improvement Tools, Quality and Sustainability, Rapid Response Service, Rapid Response Teams, Reducing Mortality by Reducing Occupancy, Reducing Unnecessary Admissions, Reducing Unscheduled Admissions, Risks of Unnecessary Waiting, Royal Wolverhampton NHS Trust, Royal Wolverhampton NHS Trust (RWT), Ruskin Road Surgery (Wolverhampton), SAFER Bundle, Safer Faster Better, Safer Faster Better Guide, Safer Faster Better: Good Practice in Delivering Urgent and Emergency Care, SAFER Patient Flow Bundle, Safer Start Campaign, SBAR (Situation Background Assessment Recommendation), Seasonal Pressures, Service Redesign, Shared Savings Programme, Situation Background Assessment and Recommendation, Smoother Patient Flows, Social and Community Care, SRGs: System Resilience Groups, Surgical Networks, Sustainable Care, Sustainable Health and Care Services, System Grid Lock, System Resilience Groups, System Resilience Groups (SRGs), Transforming Care for Frail Older People, Transforming Urgent and Emergency Care Services, Transforming Urgent and Emergency Care Services in England, UEC Review Team, UEC Review: NHS England’s Review of Urgent and Emergency Care, UEC Vanguards, UECNs and SRGs, University Hospitals North Midlands Exemplar Ward Programme (Helen Lingham), University Hospitals of Leicester NHS Trust's Acute Frailty Unit, University of Laval (Québec), University of Montreal, University of Québec (Rimouski Québec), University of Sherbrook, University of Sherbrook: School of Nursing, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care (UEC), Urgent and Emergency Care (UEC) Review, Urgent and Emergency Care Commissioning, Urgent and Emergency Care Forum, Urgent and Emergency Care Networks, Urgent and Emergency Care Networks (UECNs), Urgent and Emergency Care Pathways, Urgent and Emergency Care Review, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England, Urgent and Emergency Care Vanguard Sites, Urgent and Emergency Care Vanguards, Urgent and Emergency Services, Urgent Care Centre at New Cross Hospital, Urgent Care Centres (UCCs), Urgent Care Centres (Walk-In and Minor Injuries Units), Urgent Care Services Outside of Hospitals, Vertical Integration, Vertical Integration (of Primary and Secondary Care), Virtual Physician Organisations (VPOs), Waiting Time Target Breaches, West Midlands Doctors Urgent Care (WDUC), Whole System Integration, Whole System Partnership, Whole System Patient Flows, Whole Systems Approach, Whole Systems Redesign, Winter Preparedness, Winter Pressures, Wolverhampton Clinical Commissioning Group, Wolverhampton Urgent and Emergency Care Strategy
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Recovery, Rehabilitation and Reablement: National Audit Report 2015 (NHS IQ)
Summary The “Unbundling Recovery: Recovery, Rehabilitation and Reablement National Audit Report”, from NHS Improving Quality, investigates the use of an audit methodology (used earlier for surgical conditions) to assess how to improve the rehabilitation in acute hospitals. This report describes … Continue reading →
Posted in Acute Hospitals, Commissioning, For Carers (mostly), 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, Personalisation, Physiotherapy, Quick Insights, Standards, UK, Universal Interest
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Tagged Acute Care, Acute Hospital Care, Acute Hospitals, Audit Cycles, Auditing, Average Length of RRR Phase, Barking and Dagenham Havering and Redbridge, Capitated Budgets, Capitated Budgets for People With Complex Needs, Capitated Budgets Within Long Term Conditions, Complex Needs, Delayed Transfer of Care to Social Care (DToC), Delayed Transfers of Care, Discharge and Out of Hospital Care, Discharge Coordination, Discharge Decisions, Discharge Planning, Discharge Support, Dr Martin McShane: NHS England’s Director for People With Long Term Conditions, East Kent, Features of Patients With Long Hospital RRR Phases, Gathering Linking and Analysing Data, Healthcare Quality Improvement, Information Sharing, L-Point (Liberation Point): Hospital Discharge, Leeds, Length of Stay (LoS), Linked Data Sets, Linked Datasets, Linking Data, Long Term Conditions (LTC) Year of Care Commissioning Programme, Long Term Conditions Year of Care Commissioning Programme Unbundling Recovery Simulation Model, Long-Term Conditions (LTCs), LTC Year of Care Commissioning Model, LTC Year of Care Programme, National X-Point Approach, NHS Improving Quality, NHS Improving Quality (IQ), NHS Improving Quality (NHS IQ), NHS Improving Quality (NHSIQ), North Staffordshire and Stoke, Patient-Level Linked Datasets, Patients With Long Hospital RRR Phases, Power of Shared Information, Prevention and Reablement, Priorites Within Acute Hospitals, Professor Keith Willett: NHS England’s Director of Acute Care, Quality and Service Improvement Tools, Quality Improvement, Quality Improvement Approaches, Quality Improvement Methodologies, R-Point and the L-Point (Liberation Point), Reablement, Reablement Funding, Reablement Services, Recovery, Recovery Rehabilitation and Reablement (RRR), Recovery Rehabilitation and Reablement (RRR) Clinical Audit, Recovery Rehabilitation and Reablement Services, Rehabilitation, Rehabilitation in Acute Hospitals, RRR Auditing and Modelling, RRR Expert Clinical Reference Group, RRR Phase in Acute Hospitals, Service Improvement in Healthcare, Unbundling Recovery Simulation Model, Unbundling Recovery: Recovery Rehabilitation and Reablement National Audit Report, X-Point Analysis, Year of Care, Year of Care Approach, Year of Care Commissioning, Year of Care Funding Model, Year of Care Payment Approach, Year of Care Tariff
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NHS Change Model Dashboard (NHS Change Model)
Summary The “NHS Change Model” has been developed to support the NHS in adopting a shared approach to leading changes aimed at improving quality of care. The model assembles collective improvement knowledge and experience from across the NHS, with supporting materials and case studies. There … Continue reading →
Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), National, NHS, Proposed for Next Newsletter, Quick Insights, UK, Universal Interest
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Tagged Advanced Improvement in Quality and Safety (NHS Institute), Cabinet Office Programme and Project Management Resources, Call to Action (NHS Institute of Innovation and Improvement), Clinical Leadership Competency Framework, Commissioning for Quality and Innovation (CQUIN) Indicators, CQUIN Frameworks, Engagement to Mobilise; Transparent Measurement and Rigorous Delivery, Evaluating Healthcare Quality Improvement, Improvement Framework for Commissioners; Delivering Large Scale Measurable Change, Improvement Science, Innovation and Improvement (NHS Institute), Inspiring Change in the NHS; the Five Frames (NHS Institute), Leading Large Scale Change, Living Our Local Values Toolkit (NHS Institute), Measurement for Quality and Cost, Measurement Frameworks for Large Scale Change (NHS Institute), Measuring Safety Culture, National Audit Office Guide on Initiating Successful Projects, NHS Case Studies, NHS Change Model, NHS Change Model Dashboard, NHS Change Model: Engagement to Mobilise, NHS Change Model: Improvement Methodology, NHS Change Model: Leadership for Change, NHS Change Model: Rigorous Delivery., NHS Change Model: Shared Purpose, NHS Change Model: Spread of Innovation, NHS Change Model: System Drivers, NHS Change Model: Transparent Measurement, NHS Constitution: Updated 2012, NHS Improvement System, NHS Institute's Spread and Adoption Tool, NHS Leadership Academy, NHS Leadership Framework, NHS Outcomes Framework, NHS Outcomes Framework 2012/13, NHS Portfolio Programme and Project Management Resource Centre, Our Shared Purpose; Leadership for Change and Improvement Methodology, Overcoming Challenges to Improving Quality, Patient Experience, Power of One; the Power of Many (NHS Institute), Public Narrative, QIPP Evidence, Quality and Outcomes Framework (QOF), Quality and Service Improvement Tools, Six Stage Framework to Support NHS Service Improvement (NHS Institute), The North East Transformation System, Triple Aim Initiative
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