Search the hub
Showing results for tags 'Organisational development'.
-
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.- Posted
-
- Accountability
- Organisational development
-
(and 1 more)
Tagged with:
-
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.- Posted
-
- Organisational development
- Organisational learning
- (and 2 more)
-
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.
- Posted
-
- Transformation
- Safety culture
- (and 3 more)
-
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 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.
- Posted
-
- Patient
- Resources / Organisational management
- (and 10 more)
-
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.
- Posted
-
- Skill-based issue
- Skills gap
- (and 3 more)
-
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.
- Posted
-
- Organisational culture
- Organisational Performance
- (and 2 more)
-
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.- Posted
-
- Leadership
- Organisational development
- (and 2 more)
-
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.- Posted
-
- Accident and Emergency
- Community care facility
- (and 13 more)
-
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.- Posted
-
- Quality improvement
- Organisational development
- (and 3 more)
-
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.
- Posted
-
- Work / environment factors
- Organisation / service factors
- (and 8 more)
-
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.
- Posted
-
- Health and Care Apps
- Competency framework
- (and 4 more)
-
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.
-
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.
- Posted
-
- Transformation
- Organisational development
-
(and 2 more)
Tagged with:
-
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.
- Posted
-
- Organisational Performance
- Organisational development
- (and 1 more)
-
Content ArticleThis paper, by Michael West, Regina Eckhart, David Altman and Bill Pasmore, from the King's Fund, written in partnership with the Center of Collective Leadership, shows how collective leadership can be implemented to deliver a sustainable culture change in improving patient care.
- Posted
-
- Organisational culture
- Leadership style
- (and 3 more)
-
Content ArticleAs we look to the future, the healthcare industry is at a critical juncture. The rapid development of theories on how to deliver safe, person-centred care means that we can no longer rely on the excuse that “healthcare is different” from other industries and cannot be reliable and safe. People are now demanding safety and reliability in the care they receive, and they want to be treated as people who happen to be ill rather than as a number or a disease. Currently, it is by chance rather than by design that one receives highly reliable person-centred and safe care. Yet we continue to build the same type of hospitals, educate future nurses and clinicians as we have always done and operate in a hierarchical system that disempowers people, rather than enables people to be healthy. Although the provision of healthcare is complex, it is possible to overcome the complexity and provide care that is of the highest standard in all the domains of quality. To achieve this, Peter Lachman in his blog suggests six steps to be considered.
- Posted
-
- Leadership
- Organisational development
- (and 2 more)
-
Content ArticleMindful organising is a key integrating concept in resolving the organisational accident. Mindful organising is both the unique source of critical information about the normal operation, as well as the key recipient of intelligence about the operation, ensuring that operational actions are always informed by the most current, relevant information about potential risks no matter how remote.
- Posted
-
- Impact anaylsis
- Evaluation
- (and 2 more)
-
Content ArticleFollowing the news of the appointment of the UK's first harms prevention nurse consultant at Ashford and St Peter's Hospital NHS Foundation Trust, we interviewed Sue Harris on her new role.
- Posted
- 1 comment
-
- Patient safety / risk management leads
- Nurse
- (and 3 more)
-
Content Article
NHS Improvement: Patient Safety Specialist
Patient Safety Learning posted an article in NHS Improvement
The NHS Patient Safety Strategy published in July 2019 set an ambition for all NHS staff to have a foundation in patient safety as well committing the NHS to developing experts to lead on patient safety in each trust. The introduction of ‘patient safety specialists’ is a key step in professionalising patient safety in the NHS.- Posted
-
- Patient safety / risk management leads
- Engagement
- (and 5 more)
-
Content ArticlePatient Safety Learning has submitted the attached response to the NHS consultation on draft requirements for Patient Safety Specialist roles.
- Posted
-
- Patient safety / risk management leads
- Engagement
- (and 5 more)
-
Content ArticleWeaving together narratives from medicine, psychology, philosophy, and human performance, the book Still Not Safe looks at the patient safety movement and the state of the American healthcare system.
- Posted
-
1
-
- Organisational learning
- Organisational development
- (and 1 more)
-
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.
- Posted
-
- Communication
- Organisational culture
- (and 5 more)
-
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.
- Posted
-
- Reports / results
- Accountability
- (and 5 more)