This guideline covers decision-making in people 16 years and over who may lack capacity now or in the future. It aims to help health and social care practitioners support people to make their own decisions where they have the capacity to do so. It also helps practitioners to keep people who lack capacity at the centre of the decision-making process.
England's Chief Inspector of Hospitals has found a number of improvements at Derbyshire Healthcare NHS Foundation Trust but says more work is needed following an inspection by the Care Quality Commission.
A team of CQC inspectors visited Southern Health in June and July 2018 to check 10 mental health services and five of its community services. Inspectors also looked specifically at management and leadership to answer the key question: Is the trust well led?
As a result of this inspection the trust remains rated as Requires Improvement overall. However, Inspectors rated the trust as Good for the key questions: Are services caring and responsive and Requires Improvement for safety and effectiveness. Inspectors also rated the trust Requires Improvement for the key question: Is the trust well-led.
The Care Quality Commission has found further improvements Berkshire Healthcare NHS Foundation Trust
A team of CQC inspectors visited the trust during June and July 2018 to check four of the trusts ten mental health services and three of its community services. CQC also looked specifically at management and leadership to answer the key question: Is the trust well led?
Through its Regulators’ Pioneer Fund, the Department for Business, Energy and Industrial Strategy (BEIS) has awarded CQC £500,000 to explore how we can work with providers to encourage good models of innovation.
Independent research carried out by AvMA shows that the Care Quality Commission (CQC) “requires improvement” in how it regulates the statutory duty of candour. This is despite significant improvements since AvMA’s previous report in 2016.
The independent homicide review report identifies a number of areas for improvement in the care we provided and these largely mirror the findings of the Trust’s own investigation in 2015. Since that time we have implemented a number of significant changes and improvements to our mental health services in Southampton and are in the process of putting in place the additional recommendations highlighted in this report.
A team of allied health professionals in Barnsley have been motivating each other and helping to make improvements using simple flipcharts known as the ‘wonderwall’ and the ‘why wall’.
Introduced to the group by specialist dietitian Sarah Armer, the ‘wonderwall’ is a board for staff to note down compliments and praise for each other, while the ‘why wall’ is a safe space to ask questions and create debate.
The artists and Hospital Rooms have worked in partnership with the patients and staff on ES1 PICU to improve the quality of care for patients, change the physical environment and produce innovative permanent artworks. The award highlights how a physical environment on a ward can have a big impact on the quality of care which patients receive.
Open access. The research aimed to explore the value of the Net Promoter Score as a service improvement tool and an outcome measure. The study objectives were to (1) explore associations between the Net Promoter Score with patient and service‐receipt characteristics; (2) evaluate the strength of association between the Net Promoter Score and a satisfaction score; and (3) evaluate its test‐retest reliability.
This guideline covers diagnosing and managing chronic heart failure in people aged 18 and over. It aims to improve diagnosis and treatment to increase the length and quality of life for people with heart failure.
This guideline covers ways to reduce suicide and help people bereaved or affected by suicides. It aims to:
help local services work more effectively together to prevent suicide
identify and help people at risk
prevent suicide in places where it is currently more likely.
The three new areas we have now been asked to review and will report on individually by December are:
We have also been asked to choose three local system areas, from those that we carried out in our programme of work in 2017/18, to follow up on progress made.
The three follow-up areas are:
‘Quality improvement in hospital trusts’ shares learning from acute, community and mental health trusts.
All had adopted and embedded Quality Improvement (QI) across their organisation. This is a systematic approach to improving service quality, efficiency and morale.
This report highlights what these trusts told us about their experiences of using QI.