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Found 74 results
  1. Content Article
    Story highlights Organisations are more resilient when employee engagement is strong, Hiring employees based on talent will help organisations thrive. Changes in the employee experience may help retain your top talent.
  2. Content Article
    The toolkit explores the three phases of how we normally respond to a crisis; Emergency – at the beginning of a crisis there is high energy. A sense of urgency and a common goal brings teams together and things get done. Regression – our sense of purpose becomes less clear, energy levels drop, people get frustrated and are less productive. Recovery – new goals emerge, and we begin to focus on rebuilding rather than simply surviving. An end, or at least a new sense of normality, is in sight. The aim of this framework is to help people begin to think about how they might move to Recovery. The workshop consists of a 90 minute session that can be delivered online or in person. The toolkit, along with some guidance on how to run it: How to guide Proposal Framework for learning Lesson plan Presentation Action plan For more information or support on using the toolkit please contact paul.gimson@wales.nhs.uk social media @improvementcymru
  3. News Article
    The offices of the World Health Organisation (WHO) for the Quality of Health Care and Patient Safety will be located in Athens, Health Minister Vassilis Kikilias and the WHO Regional Director for Europe, Hans Kluge, announced on Friday after their meeting in Copenhagen. "The choice of Greece is a recognition of the work by Prime Minister Kyriakos Mitsotakis, the Greek Ministry of Health and the Greek government in managing the pandemic and implementing public health policies, such as the successful implementation of the anti-smoking law, and promoting important reforms, such as passing the law for the establishment of the National Organisation for Quality Assurance in Health," the health ministry said in a statement. "Greece has recently led important developments in the field of health, such as legislation banning smoking in public places, the launch of the National Anti-Smoking Action Plan and reforms in the field of primary health care." "All the above, in combination with the excellence of the Greek health institutions and the leading researchers in the field of health and wellness, indicate a strong leadership within the European Region and beyond. In addition, they create an ideal framework for the creation of a much-needed centre of excellence in the field of quality healthcare and patient safety." Read full story Source: The National Herald, 16 October 2020
  4. Content Article
    Latest The Doctor, issue 25, October 2020 Long covid, austerity, India's fight against misinformation, differential outcomes in treatment, and much more.
  5. Content Article
    Project charters are written documents that come in many forms. For improvement projects, they should include, as a minimum, a concise summary of: What the team wants to achieve from their improvement efforts, described as an improvement aim. Include how much improvement will be achieved, who the improvement is for and when the improvement will be achieved by. Why the work is important – the rationale or business case for the work. This should outline; the problem the work will address, how this links to strategic objectives, how you know this is a problem, who is affected, the impact of doing nothing and the benefits to be derived from improvement e.g. outcomes and costs. The scope of the project - what is included in the work. How the team intend to achieve the improvement aim – this should include initial ideas for change and the supporting activities to make the work happen. How the team will measure the impact of the work. Who will be involved the work and their role. Key people should include; subject matter experts, process owners who can make changes, representatives of those impacted by your project (families, young people, patients, customers etc), finance representative (where needed), and a sponsor linked to executive level for leadership support. Any risks to the delivery of the project, so that decisions can be made on how these should be addressed.
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