Health Education England (HEE) has worked with the National Guardian's Office to develop a new online resource for managers, to enable them to effectively deal with public interest concerns. Responding to concerns identifies appropriate ways of handling issues raised and supporting staff through the process.
Open access. Since the publication of Standards for QUality Improvement Reporting Excellence (SQUIRE 1.0) guidelines in 2008, the science of the field has advanced considerably. In this manuscript, we describe the development of SQUIRE 2.0 and its key components. We undertook the revision between 2012 and 2015 using (1) semistructured interviews and focus groups to evaluate SQUIRE 1.0 plus feedback from an international steering group, (2) two face-to-face consensus meetings to develop interim drafts and (3) pilot testing with authors and a public comment period. SQUIRE 2.0 emphasises the reporting of three key components of systematic efforts to improve the quality, value and safety of healthcare: the use of formal and informal theory in planning, implementing and evaluating improvement work; the context in which the work is done and the study of the intervention(s). SQUIRE 2.0 is intended for reporting the range of methods used to improve healthcare, recognising that they can be complex and multidimensional. It provides common ground to share these discoveries in the scholarly literature (http://www.squire-statement.org).
Open access. Since its publication in 2008, SQUIRE (Standards for Quality Improvement Reporting Excellence) has contributed to the completeness and transparency of reporting of quality improvement work, providing guidance to authors and reviewers of reports on healthcare improvement work. In the interim, enormous growth has occurred in understanding factors that influence the success, and failure, of healthcare improvement efforts. Progress has been particularly strong in three areas: the understanding of the theoretical basis for improvement work; the impact of contextual factors on outcomes; and the development of methodologies for studying improvement work. Consequently, there is now a need to revise the original publication guidelines.
Guidelines are ubiquitous but inconsistently used in UK mental health services. Clinical psychologists are often influential in guideline development and implementation, but opinion within the profession is divided. This study utilized grounded theory methodology to examine clinical psychologists' beliefs about and use of NICE guidelines. Login using your SSSFT NHS OpenAthens for full text. SSOTP - You can request a copy of this article by replying to this email. Please ensure you are clear which article you are requesting.
"the purpose of the NHS efficiency map is to highlight existing resources on eliminating waste, increasing efficiency and at the same time improving quality and safety.
The map is split into three sections: enablers for efficiency, provider efficiency and system efficiency. The map highlights the successes some NHS providers have had in delivering specific efficiency schemes and provides sign-posts to existing tools and reference materials. It also includes updated definitions for different types of efficiency."
Emergency and urgent MH liaison targets. You can request a copy of this article by replying to this email. Please be clear which article you are requesting.
England’s Chief Inspector of Hospitals has upgraded the overall rating of 5 Boroughs Partnership NHS Foundation Trust from Requires Improvement to Good following an inspection in July this year.
England's Chief Inspector of Hospitals has told Leeds and York Partnership NHS Foundation Trust that it must make improvements following an inspection by the Care Quality Commission in July 2016.
The Shrewsbury and Telford Hospital NHS Trust (SaTH) has been working to improve care for patients who suffer Sepsis and has been using techniques learnt from the Virginia Mason Institute (VMI) in Seattle, as part of a five-year partnership.
“We welcomed publication of the new single oversight framework (SOF) last month as offering a more coordinated approach to measuring NHS providers' performance and targeting the improvement support they need.
The NHS needs to become more creative in the methods it uses to find new and better ways of working, and a Dragons’ Den format, has proved popular and successful in recent years.
As NHS innovation experts, TRUSTECH often hears from NHS commissioners and providers that limited time and resource to identify and evaluate new ideas is holding NHS organisations back from adopting new innovations. It is often a daunting task, with a vast array of companies out there saying they have the next hot product.
The consultation outlines a proposal to legally make sure information provided by staff as part of a health service investigation is kept confidential except in limited circumstances, i.e. where there is an immediate risk to patient safety, or where the High Court makes an order permitting disclosure. The proposal aims to reassure staff that the information they provide will not be passed on, while assuring patients and families that they will be given full facts about their care.
The Mental Health Five Year Forward View Dashboard, published in October 2016, is a response to the recommendation in the Five Year Forward View for Mental Health that NHS England create a tool “that will identify metrics for monitoring key performance and outcomes data and that that will allow us to hold national and local bodies to account for implementing this strategy.”
It includes a suite of metrics based on the proposals in the Implementation Plan and is structured around the core elements of the mental health programme
Can the NHS still afford to fund all the treatments and technologies the National Institute for Health and Care Excellence (NICE) recommends? The answer, from NHS England, seems to be no – and it has now published, along with NICE, a set of ideas for how to handle that.
Health care has experimented with many different quality improvement (QI) approaches with greater variation in name than content. This has been dubbed pseudoinnovation. However, it could also be that the subtleties and differences are not clearly understood. To explore this further, the purpose of this study was to explore how hospital managers perceive lean in the context of QI.