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Found 49 results
  1. Content Article
    This website provides examples of how AHRQ is building the bridge between research and practice to achieve these goals: keeping patients safe helping doctors and nurses improve quality developing data to track changes in the healthcare system.
  2. Content Article
    The work the GMC do is set out by the Medical Act 1983 and it covers five areas; manage the UK medical register set the standards for doctors oversee medical education and training help maintain and improve standards through revalidation investigate and act on concerns about doctors.
  3. Content Article
    This website give access to: the Improvement hub resources events news and alerts.
  4. Content Article
    This page includes; Who should be a patient safety specialist Developing the patient safety specialist role Responsibilities Training Networks.
  5. Content Article
    The paper sets out how the AHSN alongside the PSCs have improved patient safety and their goals for the future: We will support the foundations of the national strategy: a patient safety culture and a patient safety system, across all settings of care. The PSCs will deliver the patient safety strategy improvements and seek the next tranche of national programmes for national adoption and spread. We will work with our members, Sustainability and Transformation Partnerships (STPs) and Integrated Care Systems (ICSs) to roll out and embed these national initiatives in the local areas, ensuring ownership and sustainability. We will work alongside the Regional Patient Safety Teams focusing on their system-wide objectives to support STPs and ICSs to identify and implement transformational change. Each region will have differing local needs depending on their starting point, but there will be cross-cutting themes that every PSC can support in a standardised way. Following the adoption and spread of the national initiatives, the AHSN network can support the seven regions with the national programme of capacity and capability building, utilising our local academies and delivery mechanisms for integrated quality improvement, Health Foundation training and innovation training. We will support the capacity and capability and leadership development programmes particularly helping our local system leaders and partners to build knowledge and understanding of the innovation landscape and the opportunities this affords their own organisation’s and wider system’s safety agendas. We will build on the operational and strategic relationships we have with other national bodies also interested and engaged in the world of patient safety. In particular, we will strengthen our partnership with: The Health Foundation (HF), which has supported the development of the early phases of a number of projects that have developed into national patient safety initiatives; Health Education England (HEE) to deliver the safety mandate, building on our existing relationship which sees us working together on joint programmes of work such as learning from deaths and the response to the Topol Review, focusing on the opportunities for safety from genomics, artificial intelligence (AI) and the digital revolution.
  6. Content Article
    Three NHS case studies (from acute care, primary care and commissioning) are described and reviewed in the light of evidence from successful organisational change in the US. Eight key features of successful leadership for patient and family centred care are outlined: Strong, committed senior leadership Active engagement of patients and families Clarity of goals Focus on the workforce Building staff capacity Adequate resourcing of care delivery redesign Performance measurement and feedback
  7. Content Article
    The aim of the UK-wide survey was to obtain a snapshot of the structure of, and role-specific training and CPD provision for, the non medical, non-midwifery maternity workforce. The objectives were to: determine the ratio of unregistered staff to registered midwives in the maternity services determine the number of maternity services where nursing associates were employed determine the number of maternity services where registered nurses were employed in areas other than neonatal care determine the areas of work for registered nurses in maternity care gather information about the role-specific training offered to non-midwives at induction and as CPD during employment. This survey is intended to add to the conversation on some aspects of the workforce and skill mix in maternity services. As a result of the findings the following recommendations are made: the opportunity should be created for a stakeholder engagement event to disseminate findings and consider aspects requiring further exploration, which may include: future training needs analysis work to explore role-specific training for non-midwifery staff (registered or unregistered) in maternity services, to clarify what should be provided. to look at utilising these findings in the wider work being carried out within the RCN safe and effective staffing campaign (RCN 2019). Although the RCN campaign is focused on nursing, these survey results may inform work on both midwifery and nursing staffing.
  8. Content Article
    The report describes key messages from the review in relation to leadership at different levels of analysis: it includes a description of the leadership task and the most effective leadership behaviours at individual, team, board and national levels.
  9. Content Article
    The plan focuses on building an NHS fit for the future by: enabling everyone to get the best start in life helping communities to live well helping people to age well. The plan has been developed in partnership with frontline health and care staff, patients and their families. It will improve outcomes for major diseases, including cancer, heart disease, stroke, respiratory disease and dementia.
  10. Content Article
    Key learning points The 6 most important leader competencies: Building collaborative relationships Strategic perspective Leading employees Taking initiative Participative management Change management
  11. Content Article
    This paper presents eight steps that are recommended for leaders to follow to achieve patient safety and high reliability in their organisations. Each step and its component parts are described in detail in the sections that follow, and resources for more information are provided where available. Address strategic priorities, culture and infrastructure. Engage key stakeholders. Communicate and build awareness. Establish, oversee and communicate system-level aims. Track/measure performance over time, strengthen analysis. Support staff and patients/families impacted by medical errors. Align system-wide activities and incentives. Redesign systems and improve reliability.
  12. Content Article
    What will I learn? This booklet offers brief guidance for people using the tool in practice. It includes: A brief overview of the tool How acuity and/or dependency are measured How to ensure that accurate data are collected What Nurse Sensitive Indicators will be allied to acuity and/or dependency measurement How to use nursing multipliers to support professional judgement What can be learned from the pilot sites and Frequently Asked Questions How to get help or support if needed.
  13. Content Article
    This toolkit includes: The Productive Leader The Productive Ward The Productive Mental Health Ward The Productive Operating Theatre Productive Community Services The Productive Community Hospital Productive Endoscopy If you work in the NHS or social care you can access online (downloadable PDF) versions of the boxsets free of charge. To get your copy, email england.si-communications@nhs.net.
  14. Content Article
    This article includes: a comprehensive search of standards. aims to improve the quality of health apps, and is a critical ’stepping stone’ to producing actionable guidelines for developers and adopters.