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Showing results for tags 'Organisational development'.
Found 128 results
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Content Article
What is NHS Scotland?
Claire Cox posted an article in NHS Scotland
NHS Scotland currently employs approximately 140,000 staff who work across 14 territorial NHS Boards, seven special NHS Boards and one public health body. Each NHS Board is accountable to Scottish Ministers, supported by the Scottish Government Health and Social Care Directorates. Territorial NHS Boards are responsible for the protection and the improvement of their population’s health and for the delivery of frontline healthcare services. Special NHS Boards support the regional NHS Boards by providing a range of important specialist and national services. All NHS Boards work together for the benefit of the people of Scotland. They also work closely with partners in other parts of the public sector to fulfil the Scottish Government’s Purpose and National Outcomes. -
Content Article
What is NHS Improvement?
Claire Cox posted an article in NHS Improvement
NHS Improvement supports foundation trusts and NHS trusts to give patients consistently safe, high quality, compassionate care within local health systems that are financially sustainable. From 1 April 2019, NHS England and NHS Improvement came together to act as a single organisation. -
Content ArticleDoctors feel that they are increasingly expected to treat patients in an unsafe, unsupportive environment, contributing to a vicious cycle of low morale and poor rates of recruitment and retention. This can and must change. This British Medical Association (BMA) report draws on the experience and expertise of BMA members across all branches of medical practice in the UK. It outlines where change is needed to ensure we safeguard patient care, make the NHS a great place to work and transform services for the better. This report sets out specific recommendations aimed at government and NHS bodies.
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Content ArticleReport of handling of complaints by NHS hospitals in England by Ann Clwyd MP and Professor Tricia Hart.
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Content ArticleThis independent review looked into the way NHS Wales handled concerns. The review was led by Keith Evans, the former chief executive and managing director of Panasonic UK and Ireland, and supported by Dr Andrew Goodall, Chief Executive, Aneurin Bevan University Health Board. A report was compiled making 109 recommendations.
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Content Article
NHS at 70: The Story Of Our Lives
Claire Cox posted an article in Stories from the front line
NHS at 70: The Story Of Our Lives is a national programme of work supported by The National Lottery Heritage Fund and led by The University of Manchester recording stories from people who worked and were cared for by the NHS since its creation in 1948. These stories will be available on the public Digital Archive and will provide a lasting resource for audiences to discover NHS history through the voices of the people who have worked and were cared for by the NHS since 1948. -
Content ArticleThere are 15 Academic Health Science Networks (AHSNs) across England, established by NHS England in 2013 to spread innovation at pace and scale – improving health and generating economic growth. Each AHSN works across a distinct geography serving a different population in each region.
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Content ArticleThe Academic Health Science Network’s (AHSN) plan 'Patient safety in partnership' has been developed to support the NHS Patient Safety Strategy and sets out how England’s 15 AHSNs, and the Patient Safety Collaboratives (PSCs) they host, will work more closely with their local health and care organisations to improve safety both in hospitals and community-based services such as care homes.
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Content ArticleThe Care Quality Commission (CGC) is the independent regulator of health and adult social care in England. They make sure that health and social care services provide people with safe, effective, compassionate, high-quality care and encourage care services to improve. Independent acute hospitals play an important role in delivering healthcare services in England, providing a range of services, including surgery, diagnostics and medical care. As the independent regulator, the CQC, hold all providers of healthcare to the same standards, regardless of how they are funded.
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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 ArticleClinical governance was the centrepiece of an NHS white paper introduced soon after the Labour government came into office in the late 1990s. The white paper provides the framework to support local NHS organisations as they implement the statutory duty of quality, which was placed on them through the 1990 NHS act. Clinical governance provides the opportunity to understand and learn to develop the fundamental components required to facilitate the delivery of quality care—a no blame, questioning, learning culture, excellent leadership, and an ethos where staff are valued and supported as they form partnerships with patients. These elements have perhaps previously been regarded as too intangible to take seriously or attempt to improve. Clinical governance demands the re-examination of traditional roles and boundaries—between health professions, between doctor and patient, and between managers and clinicians—and provides the means to show the public that the NHS will not tolerate less than best practice. In 1998 Scally and Donaldson set out the vision of clinical governance: “A framework through which NHS organisations are accountable for continually improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish.” In this paper, Aidan Halligan and Liam Dolandson take the story forward. Two years on, how is clinical governance faring in the NHS, and, with the advent of the national plan for the NHS,4 how is it being developed in practical terms?
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Content ArticleClinical governance is an umbrella term. It covers activities that help sustain and improve high standards of patient care. Nursing staff may already be familiar with some of these activities, quality and safety improvement, for example. What is different is the effort to bind these activities together and make them more effective. Healthcare organisations now have a duty to the communities they serve for maintaining the quality and safety of care. Whatever structures, systems and processes an organisation puts in place, it must be able to show evidence that standards are upheld. The Royal College of Nursing (RCN) aims to promote a better understanding of clinical governance with this web resource. It wants to help those working within the nursing family to become more involved with local and national quality improvement projects. The resource describes services and support available from the RCN and these match to five key themes of clinical governance. It also shows where to find support from other agencies.
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Content ArticlePatients, clinicians and managers all want to be reassured that their healthcare organisation is safe. But there is no consensus about what we mean when we ask whether a healthcare organisation is safe or how this is achieved. In the UK, the measurement of harm, so important in the evolution of patient safety, has been neglected in favour of incident reporting. The use of softer intelligence for monitoring and anticipation of problems receives little mention in official policy. This paper from Vincent et al. proposes a framework which can guide clinical teams and healthcare organisations in the measurement and monitoring of safety and in reviewing progress against safety objectives. The framework has been used so far to promote self-reflection at both board and clinical team level, to stimulate an organisational check or analysis in the gaps of information and to promote discussion of ‘what could we do differently’.
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Content ArticleThis report states that patient and public engagement has been on the NHS agenda for many years, but the impact has been disappointing. There have been a great many public consultations, surveys, and one-off initiatives, but it argues that the service is still not sufficiently patient-centred. In particular, it looks at a lack of focus on engaging patients in their own clinical care, despite strong evidence that this could make a real difference to health outcomes. This paper argues that a more strategic approach is required to create the necessary shift in beliefs, attitudes and behaviours.
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Content ArticleThis report by the Royal College of Nursing has been produced from the analysis of a workforce survey designed to explore the employment and role-specific training and continuing professional development (CPD) of registered nurses and unregistered support staff working in maternity services across the UK.
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Content ArticleThe Faculty of Medical Leadership and Management (FMLM), The King’s Fund and the Center for Creative Leadership (CCL) share a commitment to evidence-based approaches to developing leadership and collectively initiated a review of the evidence by a team, including clinicians, managers, psychologists, practitioners and project managers. This document summarises the evidence emerging from that review.
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Content Article
Releasing Time to care, The NHS Productive Series (NHS Improvement)
Claire Cox posted an article in Environmental
The successful NHS Productives series, from NHS Improvement, are about ‘the how not the what’ and use a learning by doing approach that builds knowledge and skills to support frontline teams to make real and lasting improvements for themselves. -
Content Article
The changing role of leadership in healthcare
Claire Cox posted an article in National/Governmental
Dympna Cunnane, Organisation Development Consultant and Programme Director at London Business School, discusses her views on how healthcare leaders respond to the pressures of the job and their role in ensuring high quality, compassionate care for patients. The video is aimed at staff, of any grade, working in any healthcare setting. -
Content Article
NHS Resolution: Annual report and accounts 2020/21
Patient Safety Learning posted an article in NHS Resolution
This performance summary provides an overview of the work of NHS Resolution, including their purpose, key risks to achieving their objectives and a summary of activities they have undertaken over the past year. It sets out the activity to meet the four strategic aims outlined in their business plan for 2020/21. -
Content ArticleThe Safer Nursing Care Tool has been developed by the Shelford Group to help NHS hospital staff measure patient acuity and/or dependency to inform evidence-based decision making on staffing and workforce. The tool, when allied to Nurse Sensitive Indicators (NSIs), offers nurses a reliable method against which to deliver evidence-based workforce plans to support existing services or to develop new services. The Shelford Group is an organisation comprising Chief Executives of 10 of the leading NHS multi-specialty academic healthcare organisations in England. The Chief Nurses of each of these NHS Trusts belong to a subgroup of the organisation and they meet every two months to share best-practice, benchmark and work towards improving standards in nursing.
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Content ArticleThis review by Van Velthoven et al, published in BMJ Open, provides a systematic overview of standards for the development of health apps based on those for software of medical devices and clinical information systems.
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Content ArticleThe Patient Safety Launch Pad training programme aims to improve patient safety skills in hospitals, GP practices, community services and mental health and care organisations in the region. It was hosted by the South West Academic Health Science Network and Patient Safety Collaborative, sponsored by NHS Improvement, and delivered through regional and national experts in patient safety and quality improvement. In this short video, patient safety leads and those working in healthcare discuss the success of the programme.
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Content ArticleThe NHS Long Term Plan is a plan for the NHS to improve the quality of patient care and health outcomes. It sets out how the £20.5 billion budget settlement for the NHS, announced by the Prime Minister in summer 2018, will be spent over the next 5 years.
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Content ArticleThe Center for Creative Leadership (CCL) in the United States has developed a model that health systems can use to adapt and thrive in uncertain times by creating direction, alignment and commitment.
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Content ArticleThe Clinical Human Factors Group (CHFG) asks what good looks like and looks at the observed behaviours of organisations that apply human factors in their daily work.
