Tag Archives: Redesigning Services

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

Progress Towards Achieving Better Value / Reducing Waste in the NHS (King’s Fund / NHS Providers)

Posted on October 6, 2018 by Dementia and Elderly Care News

Summary A King’s Fund report investigates recent work on the value agenda, i.e. efforts aimed at reducing unnecessary costs while maintaining or improving the quality of care. This is based mostly on experience at three diverse NHS acute hospital trusts: … Continue reading →

Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, King's Fund, NHS, NHS Improvement, Person-Centred Care, Quick Insights, UK, Universal Interest | Tagged Achieving Better Value, Acute Care, Acute Hospital Care, Ageing Population, Allocative Efficiencies, Allocative Value, Better Procurement, Better Value, Better Value Healthcare, Better Value in the NHS, Better-Value Services, Bolton NHS Foundation Trust, Bradford Teaching Hospitals NHS Foundation Trust, Centralised Procurement, Centralised Procurement (Economies of Scale), Choosing Wisely, Choosing Wisely Campaign, Choosing Wisely in the NHS, Choosing Wisely in the UK, Clinical and Corporate Leadership, Clinical Leadership, Clinical Practice Groups (CPGs), Clinical Quality Improvement, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Community Virtual Wards, Consultant-Led Services in the Community, Cost Reductions, Culture and Leadership, Delegated Decision Making, Devolved Budgets, Devolved Decision-Making, Economic Sustainability, Efficiencies and Productivity Gains, Efficiency, Efficiency Agenda, Efficiency Opportunities, Efficiency Savings, Empowerment, Financial Constraints, Financial Context, Financial Difficulties, Financial Performance, Funding Challenges, Funding Deficits, Funding Gap in Secondary Care, General Hospitals, Getting It Right First Time (GIRFT), Health and Social Care Configuration, Healthcare Quality Improvement, Healthcare Value Improvement, Hospital Productivity, Hospital Reconfiguration, IHI Triple Aim, Innovative Leadership, Leadership, Lean and Quality Improvement, Local Health and Care Services, Local Health Economies, Lord Carter Review, Low-Value Care, Maximising Health Outcomes, Minimising NHS Costs, Model Hospital, Model Hospital: Template for Standardisation, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England’s Ten-Point Efficiency Plan, NHS Funding Gap, NHS Inappropriate Care: Overuse Underuse and Misuse, NHS Performance, NHS Productivity, NHS Providers, NHS RightCare, NHS Sustainability, Personalised Value, Practical Approaches to Delivering Better Value in NHS Clinical Services (King’s Fund), Productivity, Productivity in the NHS, QI: Quality Improvement, Quality and Efficiency Opportunities, Quality Improvement, Quality Improvement Culture, Redesigning Care Pathways, Redesigning Services, Reducing Drains on the NHS, Reducing Overuse Underuse and Misuse, Reducing Waste in the NHS, Royal Free NHS Foundation Trust, Service Cost Reductions, Service Redesign, Service Redesign for Productivity, Service Redesign for Value Agenda, Shared Clinical Pathways, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Strategic Leadership, Sustainability, System Efficiencies, Targeting Low-Value Care, Technical Value, Thinking Like a Patient and Acting Like a Taxpayer, Triple Aim Initiative, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Troubled NHS Foundation Trusts, Unacceptable Variations, Unwarranted Variations, Use of Resources Assessments (NHS Improvement), Value Agenda, Value Improvement, Variations in Care, Virtual Ward Approaches, Virtual Wards, Virtual Wards to Reduce Readmissions, Workforce Engagement | Leave a comment

Intermediate Care Including Reablement: Quality Standard QS173 (NICE)

Posted on September 7, 2018 by Dementia and Elderly Care News

Summary National Institute for Health and Care Excellence (NICE) has produced a quality standard on intermediate care, including reablement. This is intended to contribute to improvements across many fronts, including: Integration of health and social care. Patient and carer-related quality … Continue reading →

Posted in Commissioning, Integrated Care, Local Interest, National, NICE Guidelines, UK | Tagged Alternatives to Hospital Admission, Alternatives to Hospital Care, Bed-Based Intermediate Care Services, Community-Based Interventions, Community-Based Rehabilitation Services, Community-Based Services, Community-Based Support, Crisis Response, Delayed Discharges, Delayed Transfers of Care, Demand for Intermediate Care, Discharge of Hospital Patients With Care and Support Needs, Discharge Planning, Home Based Intermediate Care, Home Based Services, Hospital Discharge, Integrated and Community-Based Care, Intermediate Care, Intermediate Care Including Reablement: NICE Quality Standard QS173, Multi-Agency Integration, Multi-Disciplinary Team (MDT), Multimorbidity, National Audit of Intermediate Care, NHS Benchmarking, NICE Quality Standard QS173, NICE Quality Standards, Partnership Working, People's Experience of Using Adult Social Care Services, Prevention of Avoidable Emergency Admissions: Intermediate Care, Quality Measures, Quality Statements, Re-ablement Services, Re-admission Avoidance Scheme (RAS), Reablement, Reablement Services, Reablement Services for People Leaving Hospital, Readmissions for Patients with Long Term Conditions, Recovery, Recovery Based Approaches, Recovery Rehabilitation and Reablement (RRR), Recovery Rehabilitation and Reablement Services, Recovery. Rehabilitation, Redesigning Services, Regaining Independence, Rehabilitation and Self Management, Rehabilitation Care Pathways, Rehabilitation Services, Services Maximising Independence, Services Reducing Use of Hospitals, Social Care for Older People With Multiple Long-Term Conditions, Social Care Reablement Services, Supporting Health Wellbeing and Independence, Transition Between Inpatient Hospital Settings and Community or Care Home Settings | Leave a comment

NHS England’s Pharmacy Integration Fund (NHS England / BBC News)

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

Summary Care home residents often have multiple long-term conditions and are often prescribed several different medicines (polypharmacy). NHS England plans to fund recruitment of 180 pharmacists and 60 pharmacy technicians who will work with care homes to try to reduce … Continue reading →

Posted in BBC News, Commissioning, Community Care, Falls Prevention, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, Management of Condition, Models of Dementia Care, National, NHS, NHS England, Person-Centred Care, Personalisation, Pharmacological Treatments, Quick Insights, Standards, Statistics, UK, Universal Interest | Tagged Achieving Better Value, Ageing Population, Alternatives to Hospital Admission, BBC Health News, Better Value, Better Value Healthcare, Better Value in the NHS, Care and Support for People With Dementia in Care Homes, Care Home Pharmacists, Care Home Pharmacists to Cut Overmedication, Care Homes, Care of Frail Older People With Complex Needs, Care of Older People Living in Care Homes, Clinical Pharmacists, Community Pharmacists, Community-Based Interventions, Community-Based Services, Community-Based Support, Confusion in Care Homes, Dementia Care in Care Homes, Discontinuation of Multiple Medications in Older Adults, Drug Cost Savings, East and North Hertfordshire NHS Trust, Economic Sustainability, English Pharmacy Board, Financial Constraints, Financial Sustainability in the NHS, Frail Older People, Good Practice in Care Homes, Harms of Too Much Medicine, Hospital Pharmacists, Hospital‑Based Multidisciplinary Teams: Pharmacists, Imelda Redmond: Healthwatch England, Improving Care for Frail Older People, Improving Patient Safety, Improving Pharmaceutical Care in Care Homes, Improving Prescribing Practice, Improving Standards in Care Homes, Inappropriate Drug Use, Inappropriate Medication, Inappropriate Prescribing, Integrated Care in Northumberland, Interdisciplinary Teams, Later Life, Less is More, Liaison and In-Reach Services for Frail Older People, Living Well in Care Homes, Long-Term Conditions (LTCs), Lowering Costs, Managing Medicines in Care Homes, MDTs: Multidisciplinary Teams, Medical Overuse, Medication Reviews, Medication Reviews in Care Homes, Models of Enhanced Health in Care Homes, Multi-Disciplinary Team (MDT), Multi-Disciplinary Teams, Multi-Disciplinary Working, Multi-Morbidities, Multimorbidities and Long-Term Conditions, Multiple Long-Term Conditions, Multiple Medications (Polypharmacy), NHS East and North Hertfordshire CCG, NHS England Local Area Teams: Frail Older People With Complex Needs, NHS England Pharmacy Integration Fund, Northumberland, Older Care Home Residents, Older People, Older People With Complex Needs, Older People's Care, Oral Nutritional Support, Over-Medication, Over-Prescribing, Over-Treatment, Overdiagnosis and Overtreatment, Overmedicaton in Care Homes, Overprescription, Overuse of Medication, Patient Harms, Patient Safety, Patients With Polypharmacy Risks, Pharmacist-Led Care Home Medication Reviews, Pharmacist-Led Medication Reviews, Pharmacists, Pharmacists to Cut Unnecessary Hospital Admissions, Pharmacy Integration Fund (NHS England), Pharmacy Technicians, Polypharmacy, Potentially Inappropriate Prescribing, Preventable Hospital Admissions, Preventative Care, Preventing Acute Admissions from Care Homes, Prevention, Prevention of Avoidable Emergency Admissions: Proactive Management of Long-Term Conditions, Preventive Care, Primary Care, Primary Care Alternatives to Emergency Hospital Admissions, Proactive Specialist In-Reach, Protecting Resources and Promoting Value, Redesigning Services, Reducing Expenditure, Reducing Inappropriate Polypharmacy, Reducing Prescribing Costs, Reducing Unplanned Hospital Admissions, Reducing Waste in the NHS, Reducing Wasted Medications, Research in Care Homes, Sandra Gidley: Chair of Royal Pharmaceutical Society’s English Pharmacy Board, Simon Stevens: Chief Executive of NHS England, Thinking Like a Patient and Acting Like a Taxpayer, Transforming Care for Frail Older People, Unnecessary Hospital Admissions, Value for Money, Value Improvement, Wellbeing in Care Homes | Leave a comment

Innovation for Efficiency, Productivity and Affordability in Healthcare (ILC-UK / EY)

Posted on June 11, 2017 by Dementia and Elderly Care News

Summary A report from the International Longevity Centre covers seven examples of UK-based and international schemes involving innovation. These examples are: Memory First: an integrated dementia service run by a consortium of 162 GPs across 41 practices in Staffordshire. Urban … Continue reading →

Posted in Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, Management of Condition, Models of Dementia Care, National, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest | Tagged Accelerating Innovation, Access to Care, Access to General Practice, Access to GP Services, Adopters and Adoption of Innovation, Affordability, Affordability of Care, Ageing Population, Barriers to Innovation, Belgium, Benefits of Case Management, Care Coordination / Case Management Approaches For People With Dementia Living at Home, Case Management, Closing the NHS Funding Gap, EASYCare, EASYCare Project, Economic Sustainability, Effective Innovation for Affordable Healthcare, Efficiencies and Productivity Gains, Encouraging Innovation, Ernst & Young, EY, Health and Social Care Integration, Home Dialysis, ILC-UK: International Longevity Centre UK, Innovation, Innovation and Improvement, Innovation for an Ageing Population, Integrated Dementia Care, International Longevity Centre UK (ILC-UK), Manchester Royal Infirmary, Memory Assessment Services, Memory Clinics, Memory First, Memory First (Staffordshire), Memory Services, NHS Belongs to the People, NHS Efficiency Challenge, NHS Funding, NHS Funding Gap, Operational Productivity and Performance (Carter Report), Personalised Case Management, Potential NHS Provider Productivity improvements, Productivity, Productivity and Prevention (QIPP) Programme, Productivity in the NHS, Protocol 3 (P3), Redesigning Care Pathways, Redesigning Services, Research and Innovation, Rio de Janeiro, Science and Innovation, Service Redesign (Telehealth), Service Redesign for Productivity, Service Transformation, SOS 2020, Staffordshire, Supporting Economic Growth, Supporting Research and Innovation, Sustainability, Tackling Barriers to Innovation, Tackling Variation, Task Force on E-Health, Transformational Commissioning, Transformational Technologies, Transformative Technology, Transparency, Unwarranted Variations, Urban E-Health Pilot, Variations in Procurement, Variations in Spending, Wasted Resources | Leave a comment

NHS Reconfiguration + STPs = Cut-Backs?: Two Sides of Same Equation? (NHS England / King’s Fund / Nuffield Trust / BBC News)

Posted on August 28, 2016 by Dementia and Elderly Care News

Summary The “Keep calm and carry on”-style narrative from officialdom. Full Text Link Reference NHS England statement on Sustainability and Transformation Plans. [Online]: NHS England, August 26th 2016. Theoretical clarification concerning STPs, from the King’s Fund Full Text Link Reference … Continue reading →

New Models of Care in Community Neurology (Neurological Alliance / Thames Valley Strategic Clinical Network)

Posted on June 26, 2016 by Dementia and Elderly Care News

Summary Thames Valley Strategic Clinical Network has published an extensive “Transforming Community Neurology: What Commissioners Need to Know” briefing, on improving community services for people with long-term neurological conditions. This report comprises three parts: Part A: Transformation Guide. Part B: … Continue reading →

Posted in Commissioning, Community Care, Depression, End of Life Care, For Carers (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, Local Interest, Management of Condition, Mental Health, National, NHS, Non-Pharmacological Treatments, Parkinson's Disease, Patient Care Pathway, Person-Centred Care, Physiotherapy, Quick Insights, Standards, Telecare, Telehealth, UK, Universal Interest | Tagged 3-Tier Framework of Care Stratification, 5YFV: NHS Five Year Forward View, Access to Care, Access to Community Rehabilitation and Support Services, Admission Avoidance, Aggregated Data, Arlene Wilkie: Chief Executive of Neurological Alliance, Barnet Community Neuro Conditions Management Team, Benchmarking, Benchmarking Tools, Benefits of Community Models of Care, Block Contracts and Payments-by-Results (PbR), Capacity Payments, Capitated Payments, Capitation Models, Care Closer to Home, Care Co-ordination, Care Planning, Care Planning (Community), care.data, Carer Support Services, Carer’s Surveys, Carers Alert Thermometer, Carers and Families, Case Study Report on Sandwell, Changing Lives Reintegration Service (Tyneside), Changing Lives: Community Integration Service, Charity and Patient Organisation User Groups, Child and Adolescent Mental Health Services Payment Project, Clinical Commissioning Groups (CCGs), CNCMT: Community Neuro Conditions Management Team, Colchester Community Neuro-Rehabilitation Team, Colchester Neuro Rehab Team, Colchester Neuro-Rehabilitation Team, Commissioning for Parity of Esteem, Community Care Models, Community Comorbidity Management, Community Information Data Set (CIDS), Community Neuro Conditions Management Team, Community Neurology Conference (June 2016), Community Neurology Project, Community Neurology Services, Community Neurology Services: What Commissioners Need to Know, Community Outreach, Community Outreach Rehabilitation, Community Patient Currencies, Community Rehabilitation and Support, Community Service Funding Arrangements, Community-Based Care, Community-Based Services, Community-Based Support, Core Team Competencies, Cost(s) of Neurological Conditions, Cumbria Headache Forum, Cumbria Partnership NHS Foundation Trust, Currencies for Healthcare Services, Data Aggregation, Data Linked by NHS Number, Data Linking, Dawn Langdon: Royal Holloway University of London, Dementia Long-Term Services, Dr Rishi Mannan: NHS Windsor Ascot and Maidenhead CCG, Dudley Joint Commissioning Strategy for Long Term Neurological Conditions, E-Health, Epilepsy Action’s Commissioning Toolkit, Equipment and Accommodation, Factors Affecting Costs of Neurological Care, Failure to Meet Patients’ Needs, Features of New Care Models, Feedback Mechanisms, Five Year Forward View (NHS England), Funding Flows, Gold Standards Framework, Gold Standards Framework (GSF), GP Clinical Systems, GP Patient Survey, Health Inequalities, Hospice-Based Educational Support (To Patients), Identifying Patients’ Needs and Priorities, Ignoring Mental Health, Improving Access to Psychological Therapies (IAPT), Inappropriate Hospital Admissions, Independence, Integrated Community Neurology Care Pathways, Integrated Multi-Agency Care, Integrating Care Pathways, Integration of Physical and Mental Health, Interaction between Physical and Mental Health, Interface Between Primary and Secondary Care, International Consortium for Health Outcomes Measurement (ICHOM), Jill Kings: Clinical Director of Neural Pathways, Joanne Ross: Assistant Director of Neurological Services at Sue Ryder, Levels of Intervention, Living With Neurological Conditions, Local Variations, LOHO Project, Long Term Neurological Conditions, Long-Term Care (LTC), Long-Term Care and Support, Long-Term Conditions, Long-Term Conditions and Dementia, Longitudinal Care-Cycle Evaluation (UK-ROC), Lorn and Oban Healthy Options (LOHO) Project, Maintaining Independence, Managing Cognitive Difficulties in Community Neurology, Managing Emotional Distress in Community Neurology, Mark Stone: NHS Patient Partner, Mental Health and Well-Being in Community Neurology Services, Mental Health Currencies, Mental Well-Being, Mental Wellbeing, Merging the Interfaces of Primary and Secondary Care, Multi-Agency Collaboration, Multi-Agency Integration, Multi-Agency Working, Multispeciality Community Providers (MCPs), Multispecialty Community Providers (MCPs), National Service Framework for Long Term ConditionsNational Service Framework for Long Term Conditions, Needs of Carers, Needs-Based Services, Neural Pathways (UK), Neuro Case Management Service (CMS), Neurological Alliance, Neurological Alliance Regional Groups, Neurological Conditions, Neurological Datasets, Neurological Disease, Neurological Disorders, Neurological Problems, Neurology Care Pathways, Neurology Datasets and Benchmarking, Neurology Intelligence Network (NIN) Data, Neurology-Specific Measures, New Models of Care, New Models of Care in Community Neurology, NHS East Midlands Strategic Clinical Network, NHS England’s Five Year Forward View, NHS Five Year Forward View (5YFV), NHS Homerton City and Hackney CCG, NHS Homerton City and Hackney CCG: Parkinson’s Pathway, NHS Nottingham City CCG, NHS Outcomes Framework, NHS RightCare, NHS RightCare Commissioning for Value Packs for CCGs, NHS Windsor Ascot and Maidenhead CCG, NIHR CLAHRC Wessex, NIHR Collaboration for Leadership in Applied Health Research and Care (CLAHRC) Wessex, Northumberland Tyne and Wear NHS Foundation Trust, Nottingham CityCare, Nottingham CityCare Community Neurology Team, Optimising Mental Well Being, Overarching Measures, Oxfordshire Neurological Alliance, Palliative Care, Parity of Esteem, Parkinson’s Pathway, Patient Experience Surveys, Patient Groups and Forums, Patient Reported Outcome Measures (PROMs), Patients Technology and Data at the Heart of Transformation, Payment Mechanisms, Permanent Feedback Channels, Personal Health Budgets (PHBs), Place-Based Planning, Poor Coordination, Practical and Emotional Support, Public Accounts Committee (PAC), Redesigning Services, Reducing Hospital Length of Stay, Reducing Unplanned Hospital Admissions, Reference Reports, Risk Stratification, Royal Free Hospital: Neuro Rehabilitation Centre, Sarah Marsh: LTC Clinical Policy and Strategy Unit at NHS England, Secondary Uses Service (SUS) Data, Self-Care, Self-Management, Sentinel Stroke National Audit Programme (SSNAP), Service Redesign, Services Reducing Use of Hospitals, Sheffield Health and Social Care Foundation Trust, Sheffield Neuro Case Management Service, Short and Long-Term Neuro-Rehabilitation Services, Socio-Economic Burden of Long-Term Neurological Conditions, Southampton and Royal Holloway London Universities, St Clare Hospice in West Essex, Staying Independent, Stephen Williams: Community Neurology Project, Stratification of Care (Levels 1-3), Sue Ryder, Sunderland and Gateshead CABIS, Sunderland and Gateshead Community Acquired Brain Injury Service (CABIS), Supporting Family and Carers, Supporting Self-Care, Sustainability, Sustainability and Transformation Plan (STP), Tees Valley Durham and North Yorkshire (TVDNY) Neurological Alliance, Thames Valley SCN, Thames Valley Strategic Clinical Network, Thames Valley Strategic Clinical Network (SCN), Third Sector Organisations, Three-Tier Framework of Care Stratification, Tier 1: Care Coordination, Tier 2: Needs Led Intervention, Tier 3: Self Care, Transforming Community Neurology, TVDNY Neurological Alliance, UK Rehabilitation Outcomes Collaborative, Unacceptable Variations, Unpaid Carers, Vanguard Sites, Variations in Quality of Care, Variations in Service, Variety of Neurological Conditions, Vertical Integration (of Primary and Secondary Care), Vocational Rehabilitation, West Essex Neuro Community Team, West Essex Neurological Community Team, Windsor Ascot and Maidenhead Clinical Commissioning Group, Year of Care Model, Zameel Cader: Clinical Director for Mental Health Neurology and Dementia at Thames Valley Strategic Clinical Network | Leave a comment

Improving the Quality of Care For Care Home Residents With Dementia (NHS England / Clinical Medicine / BBC News)

Posted on June 15, 2016 by Dementia and Elderly Care News

Summary Professor Alistair Burns, NHS England’s National Clinical Director for Dementia, discusses multi-pronged progress to improve the quality of care – and to enhance health and wellbeing – for people with dementia living in care homes. It has been estimated … Continue reading →

NHS England Business Plan for 2016/17: Understanding the NHS Policy Big Picture (NHS England)

Posted on April 4, 2016 by Dementia and Elderly Care News

Summary NHS England’s business plan for 2016/17 carries forwards many of the main themes from the previous year, based broadly on the agenda of the Five Year Forward View. The grand themes are: Improving health: closing the health and wellbeing … Continue reading →

Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, Diagnosis, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, NHS Improvement, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, Statistics, Telecare, Telehealth, UK, Universal Interest | Tagged 2016/17 NHS England Mandate Funding, 2016/17 NHS England Programme Budgets (Breakdown By Corporate Priorities), 2016/17 NHS England Running Cost Budgets, 2016/17 NHS England Running Costs Budgets, 5YFV: NHS Five Year Forward View, Access to Elective Care, Access to Mental Health Services, Achieving World-Class Cancer Outcomes, Active Workforce Campaign, Adult Social Care Services, Ageing and Dementia, Ageing Policy in the UK, Ageing Population, Ageing Society, Apprenticeships Programme, Better Births, Cancer Alliances, Cancer Treatment, Cancer Treatment Standards, Child and Adolescent Mental Health Services, Children and Young People IAPT Programme, Closing the Care and Quality Gap, Closing the Finance and Efficiency Gap, Closing the Health and Wellbeing Gap, Commissioning for Transformation, Community Services and Primary Care, Controlling Costs and Enabling Change, Controlling Costs and Enabling Change: Closing the Finance and Efficiency Gap, Crisis Care Concordat, Demand Management, Devolution, Diffusion of Innovation, Digital Maturity, Financial Pressures, Financial Sustainability in the NHS, Five Year Forward View, Five Year Forward View (NHS England), Funding Gap (NHS), Good Practice in Delivering Urgent and Emergency Care, Health Care Reform, Health Inequalities, Health Policy, IAPT: Improving Access to Psychological Therapies, Improving Access to Healthcare, Improving Access to Mental Health Services by 2020, Improving Access to Psychological Therapies (IAPT), Improving Health, Improving Health: Closing the Health and Wellbeing Gap, Information Revolution, Innovation, Integrated Personal Commissioning (IPC), Integration of Health and Social Care, Investing for Transformation, Liaison and Diversion Services, Maternity, Mental Health Crisis Care Concordat, Mental Health Taskforce Report, National Cancer Transformation Board, National Support for Locally Led Improvement, New Care Models: Vanguard Sites, NHS Citizens’ Active Communities Alliance, NHS Citizens’ Participation Academy, NHS Citizens’ People Bank, NHS Diabetes Prevention Programme, NHS England (Formerly the NHS Commissioning Board), NHS England Business Plan for 2016/17, NHS England Five Year Forward View, NHS England Running Costs Budgets, NHS England's Realising the Value Programme, NHS Five Year Forward View (5YFV), NHS Improving Quality, NHS Mental Health Services, NHS Outcomes Framework, NHS Outcomes Framework for 2016-17, NHS Policy, NHS Reform, NHS Service Reconfiguration, NHS Spending, NHS Structures: Complexity and Confusion (PwC Allegation), Obesity, Out of Hours Services, Parity of Esteem, Patient Activation, Patient and Community Empowerment, Patient and Public Participation, Patient Choice, Patient Control, Patient Empowerment, Patient Experience, Patient Safety, Patient Supported Self-Management Programme, Personal Health Budgets (PHBs), Personalised Health and Care 2020, Post-Diagnosis Support, Post-Diagnostic Support, Post‐Diagnostic Support, Prevalence of Unpaid Care, Preventative Care, Prevention, Preventive Care, Primary Care Support Services, Productivity Improvements, PwC LLP, Realising the Value Programme, Redesigning Care Pathways, Redesigning Services, Rt Hon. Alan Milburn, Safer Faster Better: Good Practice in Delivering Urgent and Emergency Care, Science and Innovation, Self Management of Chronic Disease, Self-Care, Self-Help, Service Redesign, Service Redesign (Telehealth), Service Transformation, Sexual Assault Referral Centres, Simon Stevens: Chief Executive of NHS England, Standards, Strategic Planning, Strategic Planning and Commissioning, Support for People with Complex Needs, Support for Self Management, Supporting Carers, Supporting Research and Innovation, Supporting Self-Care, Sustainability and Transformation Plan, Sustainability and Transformation Plans (STPs), Tackling Barriers to Innovation, Technology and Innovation, Thinking Like a Patient and Acting Like a Taxpayer, Transformational Technologies, Transformative Technology, Transforming Care, Transforming Care Programme, Transforming Care: Closing the Care and Quality Gap, Transforming Community Services (TCS), Transforming Urgent and Emergency Care Services, Transparency, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Urgent and Emergency Care Networks, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England, Whole System Transformation | Leave a comment

Tag Archives: Redesigning Services

More on Organisational Approaches to Quality Improvement (Health Foundation / BMJ)

Recent Posts

Archives

Categories

Google Translate (100+ Languages)

Recommended Sites