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Showing results for tags 'Organisational development'.
Found 128 results
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Content ArticleRobert Barker, author of the book, 'The Time Based Organisation: Recreating and Transforming Existing Organisations', highlights how time-based analysis can be used in the NHS to transform the patient journey.
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Content ArticleThis chapter from Lucian Leape's book Making Healthcare Safe: The Story of the Patient Safety Movement examines the history of the patient safety movement in the UK. It looks at Chief Medical Officer Liam Donaldson's publication of An organisation with a memory, the establishment and subsequent reorganisation of the National Patient Safety Agency (NPSA) and other patient safety efforts by the Government across the UK.
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News Article
Staff ‘let down by leaders’ as ‘chaotic’ service gets double downgrade
Patient Safety Learning posted a news article in News
A teaching trust has had its maternity services downgraded to ‘inadequate’ after inspectors found stillbirths and massive haemorrhages were not being treated as ‘serious incidents’. Maternity services at St George’s University Hospitals Foundation Trust in south London were previously inspected in 2016, when they were assessed as “good”. The Care Quality Commission (CQC) said serious incident declaration meetings at St George’s were regularly classing serious incidents as “adverse incidents”, meaning executives were not informed and there were missed opportunities for learning and development. Inspectors also found incidents such as severe perineal tears, emergency hysterectomy, and birth injuries were rated as causing low or no harm when a higher level would have been appropriate, or and sometimes downgraded from a higher rating. Carolyn Jenkinson, CQC’s deputy director of secondary and specialist healthcare, said: “We saw areas where significant and urgent improvements are needed to ensure safe care is provided to women, people using this service, and their babies. “Both staff and people using the service were being let down by leaders who failed to respond quickly, resulting in care that was unsafe, and in the delivery suite, also chaotic.” Read full story (paywalled) Source: HSJ, 17 August 2023 -
News Article
Tony Blair urges expanded role for private sector as NHS turns 75
Patient Safety Learning posted a news article in News
The NHS must undergo radical change or it will continue to decline and lose public support, Tony Blair has argued on the service’s 75th anniversary. It must embrace a revolution in technology to reshape its relationship with patients and make much more use of private healthcare providers to cut waiting times, the former Labour prime minister says. The prevalence of chronic health conditions, long waiting times, the NHS’s stretched workforce and tight public finances in the years ahead mean the service must transform how it operates, he said. “The NHS now requires fundamental reform or, eventually, support for it will diminish. As in the 1990s, the NHS must either change or decline,” he writes in the foreword to a new report from his Tony Blair Institute thinktank, which sets out ideas for safeguarding the NHS’s future. He adds: “Change is never easy and requires brave political leadership. If we do not act, the NHS will continue down a path of decline, to the detriment of our people and our economy.” Read full story Source: The Guardian, 5 July 2023 -
Content ArticleAs the NHS is approaching its 75th birthday, this report from the Tony Blair Institute for Global Change proposes how the NHS needs to transform if it is to survive.
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Content ArticleThe government has published its mandate to NHS England. This mandate is intended to apply from 15 June 2023 until a new mandate is published. NHS England has a duty to seek to achieve the objectives in the mandate. The Secretary of State keeps progress against the mandate under review, setting out his views in an annual assessment which is laid in Parliament and published. The government will agree with NHS England how it should report on overall progress against the mandate to support the Secretary of State in keeping this under review. This will include reporting at agreed intervals on other delivery expectations listed beneath the objectives.
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Content ArticleThe publication of a new single, shared improvement approach, ‘NHS Impact’, is an exciting milestone. It reflects recognition, at the highest level in the English NHS, that improvement principles need to be part of the mainstream approach to the challenges facing the sector. Penny Pereira, Q’s Managing Director, considers the new approach, its potential impact and what it means for members and others working to improve health and care in England and beyond.
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Content ArticleDoes your manufacturing facility experience an undesirable frequency of costly product losses? Are recurring operational issues impacting productivity and morale? Do people believe the causes of these production issues are ‘human error’? Do Quality Differently will show you: How to take a systems-based risk management approach to create more operational success. Practical examples to guide improvement in your operations. Ways to apply comprehensive approaches that reveal and address the combination of factors that influence performance outcomes.
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Content ArticleThe NHS is at a critical juncture in its 75-year history. With finances as tight as they have ever been, and a workforce stretched to breaking point due in part to spiralling demand from an older and sicker population and a shrinking labour pool, it is clear that things cannot carry on as they are. The time has come to think and act differently – at every level of the health and social care system – and to do so at pace. This long read describes five guiding principles that should inform implementing the NHS Impact approach to improvement at provider, ICS and national level to maximise the chances of success in the current climate. We also present recommendations for provider organisation, system and national leaders on the steps needed to translate these principles into sustained improvements across ICSs.
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Content ArticleHospitals can significantly elevate patient satisfaction and enhance the delivery of healthcare services by incorporating best practices from adjacent and non-adjacent sectors. Chetan Trivedi explores several solutions, from multiple sectors, that can serve as a blueprint for hospitals across every key step of the patient journey, spanning from admission to discharge.
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Content ArticleThis factsheet explains more about how the new independent Health Service Safety Investigations Body (HSSIB) will function
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Content ArticleImperial College Healthcare share a poster on their strategic goals and their values and behaviours.
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Content ArticleMIT Sloan experts offer a systematic approach to organisational resilience that can help leaders manage risk and rebound rapidly when catastrophic events strike.
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News ArticleNHS England has launched a “very aggressive campaign” to ensure all acute trusts give patients the ability to make appointments and receive messages online. Details of the new “national requirement” which must be met by the end of 2023-24 were sent by NHS England to acute trust chief information officers on Friday. NHSE wants all trust portals to integrate with the NHS App to enable patients to manage outpatient appointments and respond to messages through a single channel. Under NHSE’s requirements, the portals must: Enable patients to view their outpatient appointments; Enable the trust to send a waiting list validation questionnaire to patients; Provide patients with a single point of access to contact the provider, for example to cancel appointments; and Enable patients to access their correspondence from the trust. Read full story (paywalled) Source: HSJ, 31 March 2023
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Content ArticleLearn how one trust has applied staff engagement techniques as part of its continuous improvement programme.
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Content Article
NHS Providers board development programme
Patient-Safety-Learning posted an article in Boards
NHS Providers offers a board development programme that aims to improve the effectiveness of NHS boards and organisations through practical, interactive training and development delivered by expert trainers with extensive senior-level sector experience. This webpage contains information about the board development programme including: core training modules. in-house training. induction programmes. bespoke development programmes. -
Content Article
Behaviour change techniques cards
Patient Safety Learning posted an article in Culture
Behaviour Change Techniques are the ‘active ingredients’ of activities that lead to behaviour change. These cards were developed by Lucie Byrne-Davis, Eleanor Bull and Jo Hart to help those who work with people to try to change their behaviour, and particularly for educators, trainers, leaders and those involved in organisational development, quality improvement or implementation. This was was funded by Health Education England -
Content ArticleWe know that NHS organisations may sometimes need to reorganise their services to consider how they can best deliver care to patients. This can mean there is a need to repurpose existing environments, for example hospital wards or clinical areas. Staff may also be redeployed to deal with surges in demand when the pressure on the system is at its greatest. We commonly see this during winter, with ‘winter pressures’ wards, but we have also seen this become more common during other times of the year as the NHS deals with the lasting impact of coronavirus (COVID-19) and staff shortages in some key areas. It’s important that the NHS has this ability to adapt to try and make sure it can deliver the best and safest care to as many patients as possible. The ability to flex in this way helps to keep the NHS operating when it is at its busiest and makes sure that patients can still access appropriate care. Scott Hislop, the Healthcare Safety Investigation Branch (HSIB) Principal National Investigator, looks at the challenges faced by the NHS when flexing to meet demands and how to mitigate potential risks to patient safety.
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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 ArticleThe PDSA - a four-step model for improvement - has been used to support improvement in healthcare for many years now. The Institute for Healthcare Improvement (IHI) describe it as ‘shorthand for testing a change — by planning it, trying it, observing the results, and acting on what you learn. It is the scientific method, used for action-oriented learning in real-life situations. It is common to all improvement methodologies.’ In this blog, LifeQI takes a look at why the ‘Plan-Do-Study-Act’ or PDSA cycle is so widely used within healthcare organisations. It delves into the benefits – and any disadvantages – of using PDSAs in healthcare and how you can use them to drive quality improvement.
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Community Post
Can the NHS learn from healthcare systems overseas?
Steve Turner posted a topic in Organisational
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Is it time to change the way England's healthcare system is funded? Is the English system in need of radical structural change at the top? I've been prompted to think about this by the article about the German public health system on the BBC website: https://www.bbc.co.uk/news/health-62986347.amp There are no quick fixes, however we all need to look at this closely. I believe that really 'modernising' / 'transforming' our health & #socialcare systems could 'save the #NHS'. Both for #patients through improved safety, efficiency & accountability, and by making the #NHS an attractive place to work again, providing the NHS Constitution for England is at the heart of changes and is kept up to date. In my experience, having worked in healthcare for the private sector and the NHS, and lived and worked in other countries, we need to open our eyes. At present it could be argued that we have the worst of both worlds in England. A partially privatised health system and a fully privatised social care system. All strung together by poor commissioning and artificial and toxic barriers, such as the need for continuing care assessments. In my view a change, for example to a German-style system, could improve patient safety through empowering the great managers and leaders we have in the NHS. These key people are held back by the current hierarchical crony-ridden system, and we are at risk of losing them. In England we have a system which all too often punishes those who speak out for patients and hides failings behind a web of denial, obfuscation and secrecy, and in doing this fails to learn. Vast swathes of unnecessary bureaucracy and duplication could be eliminated, gaps more easily identified, and greater focus given to deeply involving patients in the delivery of their own care. This is a contentious subject as people have such reverence for the NHS. I respect the values of the NHS and want to keep them; to do this effectively we need much more open discussion on how it is organised and funded. What are people's views? -
Content ArticleAs of May 31, 2022, there were 6·9 million reported deaths and 17.2 million estimated deaths from COVID-19, as reported by the Institute for Health Metrics and Evaluation. The Lancet COVID-19 Commission was established in July 2020, with four main themes: developing recommendations on how to best suppress the epidemic; addressing the humanitarian crises arising from the pandemic; addressing the financial and economic crises resulting from the pandemic; and rebuilding an inclusive, fair, and sustainable world. It has now published it's key findings and recommendations.
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Content ArticleIn this McKinsey & Co blog, the authors examine how organisations can achieve cohesion among decentralised business units and transform their culture. Drawing on McKinsey's experience supporting organisations through change, they look at how setting a common cultural goal and minimum standards for how each business unit will achieve this goal, can result in lasting performance improvements. They examine the following facets of cultural change: How you’re changing: Organizational oversight What you’re changing: Mindsets and behaviours Who is responsible at the business unit level?
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Content ArticleThis report by the Tony Blair Institute for Global Change looks at how the NHS needs to adapt to meet the demands of the current population. It asks the questions, should we and could we go much further in fundamentally changing the design of how the NHS is run, highlighting two key societal changes that make change necessary: increases in our knowledge of how to stay healthy, and huge technological advances such as artificial intelligence.
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Content ArticleThis blog by management consultancy McKinsey & Co looks at how to harness the power of people with informal influence to enact transformation within an organisation. It explores a tool known as 'snowball sampling', a simple survey technique originally used by social scientists to study hidden populations reluctant to participate in formal research, such as street gangs, drug users and sex workers. In snowball sampling, recipients take a very short survey and are asked to identify acquaintances who should also be asked to participate in the research. The process instils trust in participants as referrals are made anonymously by peers rather than through formal identification, and one contact quickly snowballs into many. The blog explores how snowball sampling can be adapted to better understand the patterns and networks of influence that operate below the radar in an organisation.
