Tag Archives: Quality Improvement in Mental Health

Persistent Failings Versus Quality Improvement in Mental Health Care (PHSO / CQC)

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

Summary The Parliamentary and Health Service Ombudsman (PHSO) has published a report addressing failings in specialist mental health services in England, and their devastating impact on patients and their families. The complaints in this report predate the Five Year Forward … Continue reading →

Posted in Commissioning, Community Care, CQC: Care Quality Commission, Department of Health, Diagnosis, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, National, NHS, NHS England, Person-Centred Care, Personalisation, Quick Insights, SCIE, Standards, UK, Universal Interest | Tagged Approved Mental Health Professionals Services, Calderstones Partnership NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Care Quality Commission (CQC), Collaboration, Collaborative Care, Communication: Persistent Failings in Mental Health Services in England, Community and Mental Health Trusts, Complaints and Raising Concerns, Continuous Improvement, Continuous Learning Culture, Crisis Care Concordat, Culture of Raising Concerns, Diagnosis and Failure to Treat: Persistent Failings in Mental Health Services in England, Dignity and Human Rights: Persistent Failings in Mental Health Services in England, Driving Improvement in Mental Health Trusts: Seven Case Studies, Failings in Mental Health Care, Five Year Forward View for Mental Health, Five Year Forward View for Mental Health (2016), Five Year Forward View for Mental Health (5YFVMH), Governance, Improving Patient Safety, Inappropriate Discharge and Aftercare: Persistent Failings in Mental Health Services in England, Inspection, Involvement and Participation, Joined-Up Care, Joint Working, Joint Working Between Health and Social Care, Leadership, Learning Culture, Lincolnshire Partnership NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Local Variations, Mental Health Care, Mental Health Care and Treatment, Mental Health Crisis Care Concordat, Mental Health Trusts, NHS Mental Health Services, NHS Mental Health Trusts in England, North Staffordshire Combined Healthcare NHS Trust: Quality Improvement in Mental Health Trusts Case Study, Organisational Culture, Oxleas NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Parliamentary and Health Service Ombudsman (PHSO), Patient Involvement, Patient Involvement in Quality Improvement, Patient Safety, Persistent Failings in Mental Health Services in England: Parliamentary and Health Service Ombudsman, Public and Patient Involvement, Quality and Experience, Quality Improvement, Quality Improvement in Mental Health, Quality Improvement in Mental Health Trusts: Case Studies, Raising Concerns, Responding to CQC Inspection Reports / Ratings, Risk Assessment and Safety: Persistent Failings in Mental Health Services in England, SCIE Social Care Online, Sheffield Health and Social Care NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Social Care Online, Somerset Partnership NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, South West Yorkshire Partnership NHS Foundation Trust: Quality Improvement in Mental Health Trusts Case Study, Staff Empowerment, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, State of Health and Adult Social Care Report (2016), State of Health Care and Adult Social Care in England, State of Health Care and Adult Social Care in England 2015/16, Themes of Complaints (For PHSO Reflection), Transparent Learning Culture, Unexpected Deaths in Mental Health Trusts, User Participation | Leave a comment

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 →

Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, Management of Condition, Mental Health, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged British Journal of General Practice, Building Workforce Capability and Capacity, Centre for Health Economics: University of York, Clinical Microsystems Coaching Programme, Clinical Practice Improvement Programme (CPIP), Clinical Quality Improvement, Co-Production, Co-production in Quality Improvement, Collaborative Quality Improvement, College Centre for Quality Improvement, Compassionate Collaborative and Inclusive Leadership, Continuing Imrovement, Continuous Improvement, Continuous Learning, Continuous Learning and Improvement, Continuous Learning Culture, Continuous Quality Improvement, Continuously Improving Care, Coordination of Care (Quality of Care Indicators for People With Serious Mental Illness), Culture and Behaviour Change, Culture and Leadership, Culture Change, Culture of Raising Concerns, Culture of Safety, Culture of Zero-Harm, Department of Health Sciences: University of York, Developing People: Improving Care, East London NHS Foundation Trust, East London NHS Foundation Trust (ELFT), East London NHS Foundation Trust (QI), EBCD: Experience-Based Co-Design, Embedding Co-Production, Engagement and Co-Production, Evaluating Healthcare Quality Improvement, Evidence-Based Quality Improvement, Experience-Based Co-Design (EBCD), GenerationQ, Germany, Handbook of Quality and Service Improvement Tools, Healthcare Quality Improvement, Improvement Capability Building Programmes (Quality Improvement), Institute of Mental Health (IMH), Institute of Mental Health (Singapore), Leadership, Leadership and Culture, Leadership Development, Leadership for Culture Change, Lean and Quality Improvement, Lean and Six Sigma, Learning Culture, Medicines Management (Quality of Care Indicators for People With Serious Mental Illness), Mental Health Assessment and Care (Quality of Care Indicators for People With Serious Mental Illness), MHImprove, Microsystems Coaching, MINDSet, MINDSet Resource: West of England AHSN, Model for Improvement, Model for Improvement (IHI), Model for Improvement: FOCUS, National Research Center for Health Economics: University of Duisburg-Essen, Open and Supportive Culture, Open Culture, Partnering for Quality Improvement in Mental Health, PDSA (Plan Do Study Act) Model, PDSA (Plan-Do-Study-Act) Cycles, PDSA Cycles, PDSA Improvement Methodology, Physical Health Assessment and Care (Quality of Care Indicators for People With Serious Mental Illness), Pioneers of Quality Improvement (Mental Health), Plan-Do-Study-Act (PDSA) Cycles, Point of Care Foundation, Primary Care and Population Sciences: University of Southampton, Primary Care Quality Indicators for People With Serious Mental Illness, Q Community, QI: Quality Improvement, Quality Improvement, Quality Improvement Approaches, Quality Improvement in Mental Health, Quality Improvement Methodologies, Quality Improvement Metrics, Quality Improvement Resources, Quality Improvement Tools, Quality Indicators for Serious Mental Illness in Primary Care, Quality of Care Indicators for People With Serious Mental Illness, Serious Mental Illness (SMI), Service Provision and Access to Care (Quality of Care Indicators for People With Serious Mental Illness), Severn and Wye Recovery College, Shared System Leadership, Statistical Process Control, Statistical Process Control Methodology, Strategic Quality Improvement, Substance Misuse (Quality of Care Indicators for People With Serious Mental Illness), Tees, Tees Esk and Wear Valleys NHS Foundation Trust, Theory of Constraints, Total Quality Management (TQM), Transparency, Transparency and Public Trust, Transparent Learning Culture, Unexpected Deaths in Hospital, Unexpected Deaths in Mental Health Trusts, University of Duisburg-Essen, University of Southampton, University of York, Vulnerable Groups, West of England AHSN MINDSet Resource | Leave a comment