Tag Archives: Staff Motivation

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, 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 Improvement, 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

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 →

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

Staff Engagement in the NHS (IPA)

Posted on May 14, 2014 by Dementia and Elderly Care News

Summary A report called “Meeting the Challenge: Employee Engagement and the Future of the NHS”, from the Involvement and Participation Association, indicates ways in which NHS trusts can improve staff engagement. It takes examples from eight trusts. “Research has shown … Continue reading →

Minimum Standards for Healthcare Assistants: Certificate of Fundamental Care (BBC News)

Posted on July 10, 2013 by Dementia and Elderly Care News

Summary The Cavendish Review to ensure vulnerable patients are treated with dignity says healthcare assistants (HCAs) should need to comply with a universal training system and gain accreditation before they are allowed work unsupervised. This review was carried out after the Francis Inquiry to offer recommendations … Continue reading →

Posted in Acute Hospitals, BBC News, Community Care, For Carers (mostly), For Nurses and Therapists (mostly), For Social Workers (mostly), In the News, Management of Condition, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged 12-Hour Shifts (HCAs), Acute Hospital Care, Allowing HCAs to Use Title “Nursing Assistant", Appraisals, Apprenticeships, Axiological Inventory (Philosophical Study of Values), “Higher Certificate of Fundamental Care, Barchester Healthcare: Higher-Level Apprenticeship, BBC Health News, Belfast Health and Social Care Trust’s Band 3 Healthcare (Nursing) Support Worker Programme, Board Level Responsibility for the Recruitment Training and Management of HCAs, Bridging Programmes for Progression of HCAs and Support Workers into Nursing Programmes, Bridging Programmes: Progression of HCAs and Support Workers into Nursing Programmes, Bureaucracy, Camilla Cavendish, Capitated and Outcome-Based Incentivised Contracts (COBICS), Care for Vulnerable Older People, Care Homes, Care Quality Commission (CQC), Care Support, Career Ladder, Career Pathways for HCAs, Caring: a Career, Cavendish Review, Certificate of Fundamental Care, City and Guilds Diploma Level 2 in Clinical Healthcare Support (CHS), Clearer Simpler Job Titles, Coaching, Coaching and Mentoring, Commissioning Based on Outcomes, Commissioning by Results, Common Induction Standards (CIS), Compassionate Care, Consequences of the Francis Inquiry Report, Crew Resource Management (CRM) Training, Culture of Compassionate Care, Dementia Awareness, Directors of Nursing, Disconnected Landscape, Dismissal of Unsatisfactory Staff, Education, Education and Training, Education Outcomes Framework, Employers’ Lack of Faith in Qualifications, Enabling Compassionate Care in Acute Hospital Settings, Engagement and Support (HCAs), False Economy: Local Authority Home Care Contracts, False Economy: Long Shifts, False Economy: Not Paying Home Care Workers for Travel, Financial Constraints, First Line Managers, Foundations for Growth, General Hospital Care, Great Interactions (MacIntyre), Guy's and St Thomas' NHS Foundation Trust, Hartman Values Profile Tool, HC-One: Touch, HCAs, HCAs AfC Pay Bandings, HCAs as Part of Nursing Team: Not a Separate Tribe, HCAs: Voice of the Frontline, Health Education England (HEE), Healthcare Assistants, Healthcare Support Workers, Heart of England NHS Foundation Trust, HEE: Health Education England, High Attrition Rates (HCAs), Higher Apprenticeships (Skills for Care NMC and Skills for Health), Higher-Level Apprenticeship, Home Care Workers, Home Care Workers' Travel Time, Improving Accountability for Performance: Codes of Conduct, Institute of Vocational Learning: Buckinghamshire New University, Intelligent Kindness: More Than Basic Care, Intolerance of Poor Performance, Kings College London, Leadership, Local Education and Training Boards (LETBs), MacIntyre Profile, Macmillan Values Based Standard, Management of HCAs, Mid Staffordshire NHS Foundation Trust Inquiry, Minimum Standards for Healthcare Assistants, Minimum Training Standards for Healthcare Support Workers, Modernisation of the Nursing Workforce, Modernization of the Nursing Workforce: Valuing the Healthcare Assistant, Multi-Disciplinary Team (MDT), National Minimum Data Set for Social Care, National Minimum Data Set for Social Care: Skills for Care, National Minimum Training Standards for Healthcare Support Workers, National Minimum Wage, National Occupational Standards, National Skills Academy, NHS Career Framework, Nursing and Midwifery Council (NMC), Nursing Assistant: Title, Nursing Auxiliaries, Office of Qualifications and Examinations regulation (Ofqual), Outcomes-Based Commissioning, Overly Generous Appraisals, Paperwork, Patient Advisory Liaison Service (PALS), Patient Care, Patient Safety, Patient Safety and Service Quality Centre (PSSQ), Patients First and Foremost, Paying Home Care Workers for Travel, Payment of Travel Time, Performance Management, Personal Development Plans, Positive Appraisals, Positive Culture, Priory Group, Professional Silos, Professional Standards Authority for Health and Social Care, Professional Standards Authority for Health and Social Care (PSA), Progression of HCAs and Support Workers into Nursing Programmes, Protecting Vulnerable People, QCF: Qualifications and Credit Framework, Qualifications, Qualifications and Credit Framework, Queen Alexandra Royal Army Nursing Corps (QARANC), Queen Elizabeth Hospital in Birmingham: HCAs Called Nursing Auxiliaries, Reactions to the Francis Inquiry Report, Recruiting for Values (Caring), Recruitment, Recruitment of HCAs, Recruitment Training and Management of HCAs, Reduction in Bureaucracy, Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, Residential Care Homes, Salford Royal NHS Foundation Trust, Shared Responsibility, Skills for Care, Skills for Care National Minimum Data Set for Social Care (NMDS-SC), Social Care Support Workers, St Christopher’s Hospice, Staff Motivation, Staff Retention, Staff Sickies, Staff Training, Staffing Levels, Status of Caring in Health and Social Care, Supervising and Leading HCAs, Supervision, Supervision and Support, Support (Getting the Best Out of People), Support Workers in Social Care, Team-Building, Teambuilding, Tick Box Culture, Tick Sheets, Time to Care, Training, Transferable Role Templates, Transferable Role Templates (TRTs), Transferable Skills, Turnover, UK Home Care Association, UKHCA Commissioning Survey: Care is not a Commodity, Under Performers, Underappreciated, Underpaid, University Hospital Birmingham (UHB) NHS Foundation Trust, University Hospitals Birmingham NHS Foundation Trust, Valuing the Healthcare Assistant, Virtual Interactive Teaching and Learning (VITAL), Voluntary Register(s) for Healthcare Support Workers, Vulnerable Adults, Vulnerable Older People, Widening Participation, Widening Participation in Healthcare, Widening Participation into Pre-registration Nursing Programmes, Wiltshire Council, Workforce Training, York Hospitals NHS Foundation Trust, Zero-Hours Contracts | Leave a comment

Patient-Centred Leadership: Rediscovering NHS Purpose (King’s Fund)

Posted on May 27, 2013 by Dementia and Elderly Care News

Summary This report explores findings from the Francis Inquiry about failings of care at Mid Staffordshire NHS Foundation Trust regarding NHS leadership and culture. It discusses what steps might help to avoid comparable failures in future, and looks into three … Continue reading →

Posted in Acute Hospitals, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), King's Fund, National, NHS, NHS Confederation, NHS England, Patient Care Pathway, Person-Centred Care, Quick Insights, RCN, Royal College of Physicians, Standards, UK, Universal Interest | Tagged Acute Care, Acute Hospitals, Boards, Bullying, Candour, Care in General Hospitals, Care Quality, Care Quality Commission, Clinical Leadership, CNO Summit (2014), Command-and-Control Leadership, Commission for Patient and Public Involvement in Health (CPPIH), Consequences of the Francis Inquiry Report, Contractual Duty of Candour, Culture, Culture Change, Culture of Compassionate Care, Culture of Zero-Harm, Defensive Leadership, DIMPLE (Diabetes Improvement through Mentoring and Peer-led Education) Project, Doctors as Clinical Leaders, Experience-Based Co-Design (EBCD), Faculty of Medical Leadership and Management, Foundation Trust Status, Francis Inquiry, Francis Inquiry Report: Executive Summary, Francis Inquiry Report: Full Report, Francis Report, Friends and Family Test (NHS), Fundamental Standards, Gagging Clause Culture, General Hospitals, Jane Cummings: Chief Nursing Officer for England, King’s Fund Leadership Survey 2013, Kingston General Hospital: Ontario, Leadership, Leadership and Culture, Leadership by Patients, Leadership Concept, Leadership Development, Leadership for Culture Change, Leadership in the NHS, Leadership: Professionals From BME Backgrounds, Listening into Action (LiA), Low Morale, Managers in Partnership, Mid Staffordshire NHS Foundation Trust, Mid Staffordshire NHS Foundation Trust Inquiry, Mid-Staffordshire NHS Trust, Monitor, National NHS Leadership, NHS Constitution, NHS Culture, NHS England (Formerly the NHS Commissioning Board), NHS Leadership, NHS Leadership Academy, NHS Leadership Academy (NHS LA), NHS Professionals, NHS Quest, NHS Trust Development Authority (NHS TDA), NHS Trust Development Authority (NTDA), Nurses as Clinical Leaders, Nursing Standards, Openness, Patient and Public Involvement Forums (PPIFs), Patient Experience, Patient-Centred Culture, Patient-Centred Leadership, Patients First and Foremost, Patients Not Heard, Poor Governance, Positive Culture, Preventable Hospital Mortality, Professional Disengagement, Putting Patients First: NHS England Business Plan 2013/14 – 2015/16, Quality Improvement, RCGP, Reactions to the Francis Inquiry Report, Rediscovering NHS Purpose, Repercussions From the Francis Inquiry Report, Report of the Mid Staffordshire NHS Foundation Trust Public Inquiry, Responses to the Francis Inquiry Report, Royal College of General Practitioners (RCGP), Royal College of Midwives, Sandwell and West Birmingham Hospital NHS Trust, Shaping Culture, Sir Robert Francis QC, Six C’s (Jane Cummings: Chief Nursing Officer for England), Staff Motivation, Stafford, Statutory Duty of Candour, Target-Driven Priorities, Task-Centred Care, Teams, Tick Box Culture, Time-Task Culture, Warning Signs, West Midlands | Leave a comment

Tag Archives: Staff Motivation

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