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Showing results for tags 'Organisational Performance'.
Found 274 results
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Content Article
Ministry of Justice Annual Report and Accounts 2020‑21
Patient Safety Learning posted an article in Legal matters
The Ministry of Justice and its agencies deliver prison, probation and youth custody services; administer criminal, civil and family courts and tribunals; and support victims, children, families and vulnerable adults. -
Content ArticleIn this study, Ibrahim et al. evaluated the evidence upon which standards for hospital accreditation by The Joint Commission on Accreditation of Healthcare Organizations (the Joint Commission) are based. They found that in general, recent actionable standards issued by The Joint Commission are seldom supported by high quality data referenced within the issuing documents. The authors suggest that the Joint Commission might consider being more transparent about the quality of evidence and underlying rationale supporting each of its recommendations, including clarifying when and why in certain instances it determines that lower level evidence is sufficient.
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Content ArticleClinical engagement has supplemented clinical governance in healthcare to strengthen the contribution of medical professionals to the assessment of clinical outcomes for patients. Assessments of clinical engagement have, until now, been qualitative; this case study in the journal Australian Health Review introduces the concept of quantitative assessment of clinical engagement by measuring the number of patients managed according to specialist society guidelines. Such an assessment engages all staff (medical, nursing, allied health and pharmacy) involved in patients receiving treatment according to such guidelines and provides an assessment of individual and organisational compliance with those guidelines. Clinical engagement is then quantified as the percentage of patients that have been documented to receive specialist society- or college-approved guideline-compliant treatment, relative to the total number who could receive such treatment, in any healthcare organisation.
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Content ArticleMany people sense that the way organisations are run today has been stretched to its limits. In survey after survey, business people make it clear that in their view, companies are places of dread and drudgery, not passion or purpose. Organisational disillusionment afflicts government agencies, nonprofits, schools, and hospitals just as much. Further, it applies not just to the powerless at the bottom of the hierarchy. Behind a facade of success, many top leaders are tired of the power games and infighting; despite their desperately overloaded schedules, they feel a vague sense of emptiness. In this article, Frederic Laloux discusses and gives examples of 'teal' organisations.
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Content ArticleTeal is the latest colour to enter the business world, and it is shaking things up in a big way. So what are teal organisations, and why should you care? This article will lay out everything you need to know about teal organisations. We will discuss the teal paradigm and how it impacts daily organisational practices. It will also take a look at teal culture and examples of teal organisations.
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Content ArticleCovid-19 may be receding, but it’s leaving a quiet menace lurking in hospitals in its wake. In a Perspective essay in The New England Journal of Medicine, four senior physicians with the Centers for Medicare & Medicaid Services and the Centers for Disease Control and Prevention warned of a “severe” post-Covid decline in patient safety. The Association for Professionals in Infection Control and Epidemiology reached a similar conclusion, warning of a rise in “common, often-deadly” infections. To help reverse this troubling trend, the federal physician leaders called for “promoting radical transparency.” In this article, Michael L. Millenson and J. Matthew Austin discuss how adapting the psychological principles of 'Maslow’s Hierarchy of Needs' as an organising framework, paired with the principles of information design, can significantly boost both the use and impact of safety and quality information.
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Content ArticleHealth policy-making and reform require, first and foremost, a sound understanding of how a health system is performing. To assist countries in this process, the Health Systems Performance Assessment Framework for Universal Health Coverage offers a comprehensive attempt at guiding the collection and analysis of health system data in relation to policy goals and 21st century challenges. This book is grounded in the premise that any whole-of-sector assessment exercise should collect information on and examine the performance of both the functions of the health system as well as its performance goals. Thus, it follows through each of the health system functions (i.e., health system governance, financing, resource generation and service delivery), outlining their purpose, the sub-functions needed to fulfil that purpose, and assessment areas to evaluate how well a function performs. This innovative framework conceptually links health system functions to intermediate and final health system goals. As a result, policy-makers will be better able to determine and analyse possible origins or impact of poor performance on a particular health system outcome.
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Content ArticleAndrew Morgan joined United Lincolnshire Hospitals in 2019, when the organisation was in double special measures and dealing with the fallout of another critical Care Quality Commission report. His route to the role was slightly unconventional. Already chief executive of Lincolnshire Community Health Services Trust, he was asked to come in to help stabilise the acute trust by Elaine Baylis, who chaired both organisations. He tells HSJ about joining an organisation “where the culture and leadership needed to be looked at”, about what has changed, and about what more remains to be done.
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Content ArticleLast week a think-tank report drew newspaper headlines with the claim that the NHS ranked second from bottom across "a series of major health outcomes" compared with other international systems. Does the NHS really perform so badly internationally, and is there a real problem with our health outcomes? Mark Dayan looks at the evidence.
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Content ArticleInfection prevention and control (IPC) programmes and practices play a vital role to ensure outbreak preparedness and control, including patient safety and quality of care, which remain essential components of universal health coverage across health systems worldwide. However, detailed IPC evaluations using standardised validated tools, such as the WHO IPC self-assessment framework (IPCAF), are limited. Tomczyk et al. have conducted the first WHO global survey to assess implementation of these programmes in healthcare facilities. IPC professionals were invited through global outreach and national coordinated efforts to complete the online WHO IPC assessment framework (IPCAF). The study found that despite an overall high IPCAF score globally, important gaps in IPC facility implementation and core components across income levels hinder IPC progress. Increased support for more effective and sustainable IPC programmes is crucial to reduce risks posed by outbreaks to global health security and to ensure patient and health worker safety.
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Content ArticleChief Product Officer Mark Fewster speaks with iTS Leadership’s Judy Walker on transforming your understanding through after action reviews. Digressions include paediatric care in the 90s, ‘Six Blind Men and an Elephant’, and learning to trust others.
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Content ArticleIn this paper, Kurtz and Snowden challenge the universality of three basic assumptions prevalent in organisational decision support and strategy: assumptions of order, of rational choice, and of intent. They describe the Cynefin framework, a sense-making device they have developed to help people make sense of the complexities made visible by the relaxation of these assumptions. The Cynefin framework is derived from several years of action research into the use of narrative and complexity theory in organisational knowledge exchange, decision-making, strategy, and policy-making. The framework is explained, its conceptual underpinnings are outlined, and its use in group sense-making and discourse is described. Finally, the consequences of relaxing the three basic assumptions, using the Cynefin framework as a mechanism, are considered.
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Content ArticleSharing her story in the Guardian, Merope gives a heart breaking account of how her daughter, Martha Mills, was allowed to die, but also what happens when you have blind faith in doctors – and learn too late what you should have known to save your child’s life.
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Content ArticleThis overview considers how the NHS has performed over the current parliament in relation to patient safety. It looks at data relating to reported incidents and harm, episodes of care free of certain types of harm, and patient and staff perceptions of safety.
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Content ArticleThe Professional Standards Authority (PSA) are an independent body, accountable to the UK Parliament. PSA helps to protect the public through their work with organisations that register and regulate people working in health and social care: PSA oversee 10 statutory bodies that regulate health and social care professionals in the UK. PSA accredit registers of health and care professionals held by non-statutory bodies. PSA aim to improve regulation by providing advice to UK government and others, conducting/ commissioning research and promoting the principles of right-touch regulation. Here is a snapshot of the work they have done in 2020/21.
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Content ArticleThe Professional Standards Authority (PSA) performance reviews look at a regulators’ performance against PSA's Standards of Good Regulation, which describe the outcomes regulators are expected to achieve. They cover the key areas of the regulators’ work, together with the more general expectations about the way in which regulators are expected to act. Here is the review of the General Osteopathic Council performance review.
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Content ArticleThe Professional Standards Authority (PSA) performance reviews look at a regulators’ performance against PSA's Standards of Good Regulation, which describe the outcomes regulators are expected to achieve. They cover the key areas of the regulators’ work, together with the more general expectations about the way in which regulators are expected to act. Here is the review of the Health and Care Professions Council performance review.
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Content ArticleAs organisations continue to adapt to a faster pace of change and seek to achieve their organisational purpose, it’s essential that the resources and time needed to change are minimised. Improving performance by learning effectively from mistakes is a vital part of the change process but the method of learning employed is critical. In this LinkedIn post, Judy Walker discusses the application of After Action Reviews (AARs).
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Content ArticleThe Care Quality Commission (CQC) has introduced a new assessment framework that it will use to set out its view of quality and make judgements about health services. The framework is being introduced in phases, and the CQC has published it before it comes into use so that providers and other stakeholders can start to become familiar with it.
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Content ArticleThe Medicines and Healthcare product Regulatory Agency’s (MHRA) Annual Report and Accounts for 2021/22 has now been published. It provides an overview of MHRA's performance and the events that have had most impact on the Agency during the past year.
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Content ArticleAhead of the government's medium-term fiscal plan, the annual Institute for Government/Chartered Institute of Public Finance and Accountancy (CIPFA) public services stocktake reveals that public services won’t have returned to pre-pandemic performance by the next election, which in most cases was already worse than when the Conservatives came to power in 2010. Performance Tracker reviews the state of nine public services – general practice, hospitals, adult social care, children’s social care, neighbourhood services, schools, police, criminal courts and prisons – and their comparative and inter-connected problems.
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Content ArticleLondon North West University Healthcare Trust is a trust not without its challenges. But, as its chief executive Pippa Nightingale explains, there is optimism the corner is being turned – and ambitious plans for the future. In this interview, she tells HSJ about what she thinks need to change at the organisation; how some improvements are already being seen; and the key role she hopes digital will play on the trust’s road to improvement.
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Content ArticleIn basic terms, a safety management system (SMS) is a formal arrangement for managing, assuring, and improving safety. An SMS is not a single document, it is a framework for managing all risks that arise from running a transport system. It defines roles and responsibilities, sets arrangements for safety mechanisms, involves workers in the process, and ensures continuous improvement. The Railways and Other Guided Transport Systems (Safety) Regulations 2006 (ROGS) introduced the requirement for and content of an SMS. The regulations require most railway operators to maintain an SMS, and hold a safety certificate or authorisation indicating that the SMS has been accepted by the Office of Rail and Road.
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Content Article
What is safety management system? (31 August 2022)
Patient Safety Learning posted an article in Organisational
Safety Management System (SMS) is a collection of structured, company-wide processes that provide effective risk-based decision-making for daily business functions. A SMS helps organisations offer products or services at the highest level of safety and maintain safe operations. This article explains more. -
Content ArticleQuality is complex and difficult to define, and institutions and organisations often have their own definitions, measurements and assurance processes. The Care Excellence Framework (CEF), developed and used at University Hospitals of North Midlands NHS Trust, is a unique, integrated framework of measurement, clinical observation, patient and staff interviews and benchmarking. It also has an internal accreditation system that provides assurance from ward to board based on the five Care Quality Commission (CQC) domains and reflects CQC standards. The CEF has been established in its existing form since autumn 2016 and has been used in all areas of the organisation. This article provides an overview of the development and use of the CEF in an acute care setting, demonstrates how the framework acts as an internal accreditation system, and shows how it can encourage staff to undertake effective change and transform care from ordinary to excellent.
