Tag Archives: Staff Engagement

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, 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 Improvement, 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

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 →

Transformation of Health and Care in Wales: a Revolution from Within (BBC News / Welsh Government)

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

Summary The Parliamentary Review of Health and Social Care in Wales provides an inspiring vision of future directions in service provision, with proposals which are likely to be studied more widely. Dr Ruth Hussey the former Chief Medical Officer for … Continue reading →

Posted in Commissioning, Community Care, 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, Parkinson's Disease, Person-Centred Care, Personalisation, Quick Insights, SCIE, Standards, Statistics, Stroke, Telecare, Telehealth, UK, Universal Interest, Wales | Tagged A Revolution from Within: Transforming Health and Care in Wales, Achieving Better Value, Adoption of Innovations, Best Value for Taxpayers, Board of Community Health Councils (CHCs), Bureaucracy and Culture, Canterbury District Health Board: DHB (New Zealand), Capacity and Capability, Capacity to Care, Care Closer to Home, Carer Support, Carer Support in Wales, Carer Support Services, Carers Trust Wales, Carers Wales, Change Management, Change Management and Empowerment, Commissioning Carer Support Services, Commissioning for Value, Communities First, Community Health Councils (CHCs), Continuing Learning and Development, Continuous Quality Improvement, Coordinated Health and Social Care, Dementia Awareness Training, Dementia Training, Dementia-Friendly Hospitals, Digital Technology, Digital Technology and Innovation, Discharge From Hospital to Primary Care, Dr David Bailey: Chairman of BMA Wales, Dr Jennifer Dixon CBE (Health Foundation), Dr Ruth Hussey: Former Chief Medical Officer for Wales, Eric Gregory: Chair of the Assembly Commission Audit and Risk Assurance Committee, Experience of Care, First 1000 Days Collaborative, Future Generation Goals, Good Governance, Great Place to Work, Health and Social Care Reform, Health Education and Improvement Wales (HEIW), Health Technology Wales (HTW, Helen Howson: Director of Bevan Commission (Think-Tank), Impact of Delayed Health Treatment in Wales (Our Lives on Hold: Report), Improving Population Health, Innovation, Innovation Technology and Infrastructure, Integration, Integration of Health and Social Care, International Consortium for Health Outcomes Measurements (ICHOM), Jönköping County Council, Jönköping County Council: Sweden, Joined-Up Care, Joined-Up Strategy to Improve Whole System Flow, Learning and Developing Continuously, Learning Culture, Life Sciences Hub Wales, Listening and Learning System, Listening to Patients, Listening to Patients Families and Staff, Long-Term Care (LTC), Long-Term Care and Support, Making Change Happen, Making Choices Together, Making Choices Together (Previously Choosing Wisely Wales), Moving Healthcare Closer to Home, My Health Text, National Transformation Programme (Wales), New Models of Care, New Models of Care Vanguards, New Models of Seamless Care, NHS 70 Celebrations, NHS Productivity, NHS Sustainability, NHS Wales Delivery Framework, NHS Wales Efficiency and Healthcare Value Improvement Group (NWEHVIG), NHS Wales Shared Services Partnership (NWSSP), NHS’s 70th Birthday, Nigel Edwards: Nuffield Trust, Nuka System, Nuka System of Care, Once for Wales Principles, Parliamentary Review of Health and Social Care in Wales, Parliamentary Review of Health and Social Care in Wales: Interim Report (2017), Partnership and Collaboration, Partnership Working, Patient Experience, People in Control, Population Health, Population Health and Prevention, Preventative Support for Adult Carers, Preventative Support for Adult Carers in Wales (SCIE Rapid Review), Preventative Support for Carers, Principles of Good Governance, Productivity, Professor Anne Marie Rafferty: Dean of Florence Nightingale School of Nursing and Midwifery at King's College London, Professor Dame Carol Black DBE, Professor Don Berwick, Professor Keith Moultrie: Institute of Public Care at Oxford Brookes University, Professor Sir Mansel Aylward, Prosperity for All (Welsh Government), Prudent Health Care, Prudent Healthcare (Bevan Commission), Public Service Boards (PSBs), Quadruple Aim for All, Quality and Sustainability, Quality Improvement, Quality of Care, Reduction in Bureaucracy, Seamless Care Between Settings, Seamless System for Wales, Shared Decision-Making, Shared Lives Wales, Situational Analysis, Social Care Institute for Excellence (SCIE), Social Care Wales (SCW), Social Services and Wellbeing Act Principles, Staff Engagement, Staff Shortages, Systems for Change, Team Manager Development Programme for Wales, Technology and Infrastructure Development, Transforming Health and Care in Wales, Tredegar Workmen’s Medical Aid Society, Value for Money, Vanessa Young: Director of NHS Confederation, Vaughan Gething: Welsh Health Secretary, Wellbeing of Future Generations (Wales) Act, Wellbeing of the Health and Care Workforce, Welsh Community Care Information System (WCCIS), Welsh Government, Welsh Institute for Health and Social Care: University of South Wales, Welsh Language, Whole System Integration, Whole Systems Redesign, Whole-System Approaches | Leave a comment

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 →

Some Implications of Seven Day Hospital Services Explored (Nuffield Trust)

Posted on February 20, 2017 by Dementia and Elderly Care News

Summary The Nuffield Trust’s “London Quality Standards” report evaluates recently introduced standards to improve acute and emergency care in London hospitals. London-wide experiments with Seven Day Services Standards are soon to feature in STPs elsewhere in the UK. These standards … Continue reading →

Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Management of Condition, National, NHS, Non-Pharmacological Treatments, Nuffield Trust, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged Access to Urgent and Emergency Care, Acute Medical Units (AMUs), Barriers and Enablers to Implementation of LQS, Barriers to Engagement, Challenges of Reconfiguration, Clinical Engagement, Clinical Leadership, Costing Seven Day Services, Costs and Benefits of Seven-Day Services for Emergency Hospital Admissions, Disconnectedness Between Senior Level Staff and Clinicians, Disconnects in NHS Reform, Emergency Care, Employee Engagement, Hospital Reconfiguration, Local Sustainability and Transformation Plans (STPs), London Health Programmes (LHP), London Quality Standards, London Quality Standards (LQS), LQS Audit Process, NHS Service Reconfiguration, NHS Services Seven Days a Week, Out-of-Hours Urgent Care, Perceived Impact of Implementing the LQS in Hospitals, Perceived Strengths and Weaknesses of the LQS, Reconfiguration of Emergency Care System, Seven Day Care in England, Seven Day Services Standards, Seven-Day Consultant-Delivered Care, Seven-Day Hospital Services, Seven-Day NHS Services, Seven-day Rounds and Supporting Services, Seven-Day Services for Emergency Hospital Admissions: Costs Versus Benefits, Seven-Day Services in Hospital, Seven-Day Working, Staff Engagement, Sustainability and Transformation Plans (STPs), Urgent and Emergency Care (UEC), Weekend Working, Workforce Issues, Workforce Issues (Feeling Undervalued) | Leave a comment

Reshaping the Workforce: More Thoughts on Staff Engagement (NHS England / Nuffield Trust / BBC News)

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

Summary A recent Nuffield Trust report, commissioned by NHS Employers, discussed providing NHS nursing, community and support staff with additional skills to deliver care, as a means to improving the system’s capacity to cope with increasing (and changing) patient demand. … Continue reading →

Posted in BBC News, Commissioning, 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, National, NHS, NHS Employers, NHS England, Nuffield Trust, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged Advanced Clinical Practitioners (ACPs), Advanced Nurse Practitioners (ANPs), Advanced Roles, Ageing Population, Assistant Practitioners (APs), Associate Practitioners, Barriers to Engagement, BBC Health News, Beyond Institutional Boundaries, Building Trust, Calderdale Framework: Seven Stages, Candace Imison: Director of Policy at the Nuffield Trust, Care Closer to Home, Clinical Engagement, Collaboration: Working Across Boundaries, Community Care, Cross-Sector Partnerships, Culture and Behaviour Change, Culture Change, Dudley, Dudley Multispecialty Community Provider, Efficiency and Effectiveness, Efficiency Opportunities, Employee Engagement, Engagement, Engagement and Co-Production, Engagement on Quality, Extended Roles, Extending Roles, Financial Efficiency, Financial Sustainability in the NHS, Five Year Forward View (NHS England), Front Line Engagement, Haxby Group Practice, Health and Care Innovation Expo, Heart of England NHS Foundation Trust, Holistic Workers in Community Care, Institutional Boundaries, Integration of Health and Social Care, Integration of Primary Secondary and Community Care, Isle of Wight, Link Workers: Visiting Patients at Home, Long-Term Care (LTC), Long-Term Conditions (LTCs), MDTs: Multidisciplinary Teams, Models of Care Across Organisational Boundaries, Multidisciplinary Population-Based Teams, Multidisciplinary Team Care, Multidisciplinary Teams, Multidisciplinary Teamwork, Multimorbidities and Long-Term Conditions, My Life a Full Life (Isle of Wight) Vanguard, New Care Models, New Care Models Programme, New Care Models: Vanguard Sites, New Ways of Working, NHS Culture, NHS Culture Change, NHS Five Year Forward View (5YFV), NHS Health and Care Innovation Expo (2016), Non-Medical Workforce, Northumberland Accountable Care Organisation, Northumberland Accountable Care Organisation (PACS), Nurses and Midwives: Reducing Barriers / Boundaries Across Care Settings, Organisational Boundaries, Paramedic Practitioners, Pharmacy and Primary Care Practitioners, Physician Associates, Positive Engagement, Principles for Engagement, Provider Engagement, Quality and Efficiency Opportunities, Reshaping the Workforce (Nuffield Trust), Satisfaction, Shortages of NHS Front-Line Staff, Six Steps Model, Skill Flexibility, Speed of Trust Methodology, Staff Engagement, Staff Engagement in the NHS, Staff Satisfaction, Staff Training, Teams Without Walls, Terminology For New and Extended Roles, Vanguards: New Care Models Programme, Workforce Satisfaction, Workforce Training, Working Across Boundaries, Yorkshire and Humber: Toblerone Model | Leave a comment

Reducing Length of Stay in Hospitals (Nuffield Trust / Monitor)

Posted on September 16, 2015 by Dementia and Elderly Care News

Summary Variations in patients’ length of stay imply there should be significant opportunities to reduce length of hospital stay; whether through improvements to internal processes or development of alternative community-based services. This Nuffield Trust report explores which approaches to reducing … Continue reading →

Tag Archives: Staff Engagement

Reducing Length of Stay in Hospitals (Nuffield Trust / Monitor)

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