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Showing results for tags 'Transformation'.
Found 144 results
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Content ArticleThis Care Quality Commission (CQC) report focuses on why avoidable harm remains a persistent problem within healthcare.
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Content ArticleDespite 20 years of effort, every year avoidable unsafe care still leads tens of thousands of patients to suffer death or serious, life-changing harm. A Blueprint for Action, a report from Patient Safety Learning, furthers the analysis of the systemic causes of this harm and describes actions to make patient care safer. Last September, health and patient safety professionals and patients overwhelmingly welcomed the analysis of avoidable unsafe care offered in Patient Safety Learning’s Green Paper, A Patient-Safe Future. Matt Hancock, Secretary of State for Health and Social Care described it as “…the blueprint for action that we need.” Following widespread consultation on the Green Paper, A Blueprint for Action extends this analysis to identify actions to address the systemic causes of unsafe care.
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Content ArticlePresentation slides from Salford University's Patient Safety Conference.
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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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Just Culture - Podcast Radio 4
Patient Safety Learning posted an article in Culture
Margaret Heffernan, on BBC 4's podcast, explores why big organisations so often make big mistakes and asks if the cure could be the aviation industry's model of a 'just culture'. -
Content ArticleThe response to COVID-19 has created an outstanding amount of change to the NHS and we must learn from this, says Samantha Machen, Improvement Facilitator at Central London Community Healthcare NHS Trust and PhD Improvement Fellow at the Health Foundation.
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Content ArticleThis essay in The New Yorker summarises known weaknesses in US healthcare visible long before COVID-19—and discusses others more specific to the pandemic. The author suggests that efforts to change the system be informed by the COVID-19 experience. The work should not seek to return to the pre-pandemic state but instead aim to making changes based on what was revealed to improve health care delivery overall.
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Content ArticleChange is at the heart of quality improvement in healthcare. As the needs of populations continually fluctuate, healthcare must evolve to reflect and serve those needs. The overarching theme of the 2018 ISQua conference, hosted in Kuala Lumpur, was ‘Heads, hearts and hands weaving the fabric of quality and safety’, which led many speakers to examine change in quality and safety improvement through the lens of these three central elements. Collectively, the conference presentations formed a picture of the global landscape of quality and safety in healthcare and offered many valuable examples of innovation that can facilitate sustainable change. Identifying areas for transformation and implementing change can be relatively straightforward, but lasting change is much more challenging to realise. This topic was widely discussed, with many speakers sharing their experiences and learning on embedding lasting change through organisational culture. It is evident that investing time and resources to engage those on the frontline of healthcare delivery can have a huge impact on quality improvement.
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Content ArticleThis podcast, is the first in a series, produced by Catalysis, about how to change organisational culture. This episode focuses on board engagement and the support a board needs to offer management during cultural transformation.
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NHS X: COVID-19 Information Governance advice
Claire Cox posted an article in Good practice and useful resources
Information governance is all about how to manage and share information appropriately. During these uncertain times, and with staff self isolating as well as patients, NHS X has advice for doing things differently. -
Content ArticleThis article in BMJ Opinion looks at the positive ways of working that emerged from the COVID-19 crisis and how these can be taken retained for a better future for staff and patients.
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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.
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Content ArticleThe Serenity Integrated Mentoring (SIM) model is described as "an innovative mental health workforce transformation model that brings together the police and community mental health services, in order to better support 'high intensity users' of Section 136 of the Mental Health Act (MHA) and public services." The SIM model is part of a 'High Intensity Network' (HIN) approach, which is now live in all south London boroughs. In this hub post, Steve Turner highlights the benefits and risks of this approach and seek your views on it.
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The objective of this piece of work was to try and create a different way of navigating through the various themes in mental health. There are a huge range of posts on mental health and related areas on the hub. Seemingly endless information, and so little time to absorb it. I know from experience, and from the learning I have undertaken and delivered on information mastery, that there is so much material available it is difficult to find the time to discover, and then read fully, what is most relevant to the work in hand. As a result I have created a diagram (below - click on it to enlarge it) and an interactive pdf (attached), which has a number of topics and subtopics links to existing hub content to help people to do exactly that. In doing this, the focus has been on including patients/users of services, avoiding medical jargon, taking a holistic view. I am really interested in everyone’s views on this. Is this a useful approach and a helpful model? Will it help you post and find what matters to you? I would love to gather people's ideas and potentially improve the model further.- Posted
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Content ArticleThis next steps progress report from NHS England outlines a programme of system-wide change to improve care for people with learning disabilities, autism or both and behaviour that challenges (learning disabilities).
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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 ArticleSince the Government initially consulted on the package of Death Certification Reforms, new information about how Medical Examiner (ME) system could be introduced has been generated by the Department of Health and Social Care (DHSC), ME pilot sites, early adopters of the ME system, as well as from the Learning from Deaths initiative. This case study outlines the approach of South Tees Hospitals NHS Foundation Trust as one of the early adopter sites.
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Content ArticlePeople taking ownership of their health journey is hardly news. Long gone are the days when patients were passive players in their health experience. Today, technology engages, motivates, and empowers people to take control. Engaged patients are more likely to listen to preventive guidance, ask questions, and seek further information. The benefits for these patients—and for healthcare systems—are immense: improved health outcomes, reduced costs, and better care experiences for both patients and clinicians. But what role have such engaged patients played in transforming healthcare? And why is this important for the future? Kristin Molina, business leader for Philips Enterprise Care Collaboration, discusses this in an article for Patient Safety and Quality Healthcare (PSQH).
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Patient Safety Learning has developed a unique set of patient safety standards, resources and tools to help organisations not only establish clearly defined patient safety aims and goals, but also support their delivery and demonstrate achievement. This page provides an overview of our Standards with links to further information.
