Open access. Healthcare organisations often fail to harvest and make use of the ‘soft intelligence’ about safety and quality concerns held by their own personnel. We aimed to examine the role of formal channels in encouraging or inhibiting employee voice about concerns.
Now three years into the partnership with the Virginia Mason Institute (VMI) in Seattle, The Shrewsbury and Telford Hospital NHS Trust (SaTH) is reaping the rewards of its own Transforming Care Production System (TCPS) with the procurement team making savings of £1.8 million in the last financial year.
It outlines the steps needed to address the variation in the provision of specific services for adults with cerebral palsy and aims to help local and regional services to provide consistent clear pathways of clinical and social care.
CQC refused CMG’s application on the basis it did not demonstrate it would comply with CQC’s policy ‘Registering the Right Support’ – as well as the underpinning national guidance – that states new services and variations to registrations within a campus and congregate setting should not be developed due to this model of care not being in the best interests of people with a learning disability.
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.
‘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.
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.