We have published the first of three prototype reports looking at how we might assess the quality of care in a local area to encourage improvement. [First report covers North Lincolnshire]
Presentation from NHS Transformathon. Social media tools are developing at pace and offer many ways to bring about change in health and care. This session provides a snapshot of the global work of innovators, clinicians, patients and digital collaborators who have shared their learning online and explored the possibilities to improve patient care.
Innovation happens through connecting ideas and people. Social media enables connection at scale, pace and by flattening hierarchies. The presenters offer their different narratives of change, how this resonates with their communities and highlight analytics that can be used. This is a whistle stop tour of social media innovation which starts with a simple idea and develops to healthcare change with impact.
Presentation from NHS Transformathon. There many ways to understand how we make change happen. The Art of Change Making draws on the experience of a team of ‘enablers’ who have worked on complex system issues all across England and in some cases the world. The Art captures this wisdom in a simple to access guide to how to make change happen.
In this interactive session, we will explore with you several techniques and models that have proved helpful in running major national projects as well as organisational and community interventions. Be prepared to think about issues in your own place and come ready to explore them further with colleagues as part of our work together.
Presentation from NHS Transformathon. This session will show how, as a nation, Scotland is seeking to achieve large scale improvement in health and care through a combination of programme-specific activities and supporting development of sustainable QI cultures within health and care organisations. They’ll do this by sharing their experience of using a range of activities to support cultural change including the Building a QI Infrastructure Programme and Board development activities. They will also share their learning and outcomes from a specific example in the care of people living with frailty and delirium.
A new waiting time target for admission to acute psychiatric care of four hours should be introduced, a commission convened by the Royal College of Psychiatrists has said.1
The commission warned that access to acute care for severely ill adult mental health patients was “inadequate nationally and, in some cases, potentially dangerous.” There were major problems both in admissions to psychiatric wards and in providing alternative care and treatment in the community, it added.
The commission asked for a new waiting time pledge to be included in the NHS Constitution from October 2017. It wants a maximum four hour wait for admission to an acute psychiatric ward or for home based treatment.
Over the past few weeks, concerns have been raised with CQC by some Experts by Experience in relation to moving between their current employers and Remploy Ltd, one of the two organisations awarded new contracts to deliver Experts by Experience services from 1 February.
We will publish two documents covering foundation trusts’ requirements for 2015/16. This consultation includes:
our proposals for indicators to be subject to assurance in our detailed guidance for external assurance on quality reports 2015/16
our proposal to clarify guidance on how auditors should report a modified conclusion on their limited assurance work
an invitation for you to comment on who should provide the external assurance on quality reports from 2016/17
We will consider all responses in finalising these documents for 2015/16.
Four evidence reviews written to support work NICE carried out on staffing levels in the NHS have been released. Under the Freedom of Information (FOI) Act, the documents had been withheld to give NHS Improvement time to study them in their new remit to consider service improvement. The release of the documents follows an internal review of the FOI decision.
In 2013 the Francis and Berwick reports, published in the wake of care failings at the Mid Staffordshire NHS Trust, identified NICE as a key player to help advise the NHS on staffing levels. The Department of Health and NHS England asked NICE to begin work developing evidence based guidelines focusing on nursing care, one of the main drivers of patient safety.
Tara Lamont and colleagues discuss how researchers can help service leaders to evaluate rapidly changing models of care, with a range of approaches depending on needs and resources. To read the full article, log in using your NHS Athens
The aim of the project is to listen to children and young people’s views on how health and care services could be improved. To do this, we worked with Youth Action Wiltshire to train 12 people, aged 16-18 years, in skills such as safeguarding, listening and communication. They can now go out into the community and speak to children and young people about their experiences.
Day-to-day responsibility for smooth operational running of trusts lies with their boards, and when things go wrong, formal oversight of trust boards is provided by regulators. But between those two stools is performance management; in the current system, that sits with commissioners.
This Future Hospital Programme case study comes from Withybush Hospital. It lays out the process for initiating an organised quality improvement project run by trainees, with the coordination of a lead doctor.