The Urgent Care team from South Sefton CCG introduce themselves and present how they've introduced QI through a Local Point of Contact and PDSA cycles.
Part 4 of 4. David Fillingham of AQuA presents 'Building an improvement movement' through the alliance's key learning and priorities, looking in this part at leadership and decision making.
The document outlines strategies for improving quality and safety at a children's hospital, including engaging patients in improvement activities, reducing serious safety events over time, and providing training to staff on quality improvement methods and change management approaches. It also presents data showing reductions in serious safety events and medical errors from baseline years.
1. The document describes a survey of anaesthetic trainees in Merseyside that found they collectively spent over 1000 hours on audits but only 16% resulted in recognizable practice changes.
2. It then outlines the formation of MAGIQ (Mersey Anaesthetic Group for Improving Quality) to help trainees collaborate on quality improvement projects and overcome barriers like lack of time, resources and support.
3. One such project was a Mersey-wide initiative to increase the use of pre-intubation checklists, which through rapid audit and feedback across 11 hospitals was able to increase checklist use from 51% to 87% over 8 weeks.
Beacon Medical Group - A Disruption Mindset presentation to RCGPClaire Oatway
Disruption is all around us and healthcare as we know it will never be the same again. Lets not be despondent or reactive to this - disruption gives us really opportunities to break the mould and as GPs provide the clinical leadership our communities need us to.
We were delighted to share the presentation we made at the recent Royal College of General Practitioners - Changing Face of Primary Care event - March 2016.
The Urgent Care team from South Sefton CCG introduce themselves and present how they've introduced QI through a Local Point of Contact and PDSA cycles.
Part 4 of 4. David Fillingham of AQuA presents 'Building an improvement movement' through the alliance's key learning and priorities, looking in this part at leadership and decision making.
The document outlines strategies for improving quality and safety at a children's hospital, including engaging patients in improvement activities, reducing serious safety events over time, and providing training to staff on quality improvement methods and change management approaches. It also presents data showing reductions in serious safety events and medical errors from baseline years.
1. The document describes a survey of anaesthetic trainees in Merseyside that found they collectively spent over 1000 hours on audits but only 16% resulted in recognizable practice changes.
2. It then outlines the formation of MAGIQ (Mersey Anaesthetic Group for Improving Quality) to help trainees collaborate on quality improvement projects and overcome barriers like lack of time, resources and support.
3. One such project was a Mersey-wide initiative to increase the use of pre-intubation checklists, which through rapid audit and feedback across 11 hospitals was able to increase checklist use from 51% to 87% over 8 weeks.
Beacon Medical Group - A Disruption Mindset presentation to RCGPClaire Oatway
Disruption is all around us and healthcare as we know it will never be the same again. Lets not be despondent or reactive to this - disruption gives us really opportunities to break the mould and as GPs provide the clinical leadership our communities need us to.
We were delighted to share the presentation we made at the recent Royal College of General Practitioners - Changing Face of Primary Care event - March 2016.
This document discusses using technology to improve access to evidence-based cognitive behavioral therapy (CBT). It notes that 1 in 4 adults experience mental health issues each year but 80% go untreated due to stigma, limited access to therapists, and variable quality of care. The document describes how the company Ieso uses a digital platform to deliver personalized, clinically validated CBT remotely via online messaging. This improves accessibility by allowing therapy anytime, anywhere, and accountability by collecting detailed outcome data to monitor performance and support continuous quality improvement. The goal is to transform mental healthcare using technology to make it more accessible, affordable and accountable.
The document discusses care pathway planning and outlines key components of a care pathway plan, including a formulation/needs assessment, pathway map, health outcomes and goals, activity/therapy plan, and support plans. It provides learning points around defining the destination and route in a patient's pathway, ensuring health outcomes map over the entire pathway rather than being service-specific, distinguishing between pathway-critical and non-critical health outcomes, and linking interventions to outcomes. The document emphasizes that care pathway plans should be personalized for each patient.
This document discusses integrating Lean principles in healthcare. It defines Lean as customer-centric, continuous improvement that is proven to work and empowering. Examples of Lean waste, processes, and tools like gemba walks, process mapping, fishbone diagrams, and Pareto charts are provided. Implementing Lean requires securing leadership commitment, forming a Lean team, identifying problems, collecting data, communicating changes, and making Lean an ongoing effort. Barriers include lack of knowledge, resistance to change, lack of patience and resources. Lean is shown to focus on customer satisfaction through continuous improvement.
This document discusses the goals of an ambulance service provider's mental health care division. It aims to deliver patients, not just address problems, by managing risk through staff training and flexibility. This helps provide a high quality patient experience during transfers and aligns with the national Five Year Forward View's goal of improving mental health care quality and variability during transit. A case study highlights how the service changed staff perceptions by taking time with patients and making them feel calm and safe during transfers.
This document discusses a 3D assessment tool called 3de that helps organizations understand how ready their people are for change. It measures factors like belief in the vision, understanding of roles, skills, resources, and culture. The tool involves mapping the organization, distributing a questionnaire, analyzing responses, and holding a results workshop to create an action plan. The goal is to provide a clear picture of change readiness across different levels to ensure success. It is presented as a quick, less than one month process to clarify where an organization stands on its change journey.
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
2.2 Develop the team - nursing - Julie Belton.NHS England
Develop the team - nursing. Developing nursing roles in primary care. Reviewing a wide range of initiatives including from Manchester, Gateshead and Hanwell. Julie Belton, Director, Cuckoo Lane Healthcare.
This document outlines the goals and strategies of the District Immunization and Child Health Programme Management Unit in Kurnool, India. The unit aims to (1) prevent and control vaccine-preventable diseases, (2) improve child health, and (3) meet the goals of the National Rural Health Mission and Millennium Development Goals. Key strategies include taking technomanagerial and socio-economic-cultural approaches, organizational development, empowering rather than enforcing, and promoting public-private partnerships. The unit seeks to create a self-sustained, well-informed, healthy district with equitable access to quality neonatal, infant, and child health services.
Bottom Up, or "Tarte Tatin" strategy for implementing Lean in St Elisabeth Ho...Henk Veraart
Bottom up approach for implementing lean in a large Dutch hospital, pro's and con's.
presentation held at "Lean Healthcare Transformation Conference" in Brussels
The document discusses the Future in Mind report on transforming children and young people's mental health services in the UK. It notes that half of ill health under age 65 is mental illness, and less than 50% received appropriate treatment previously. The Future in Mind report launched in 2015 aimed to increase funding and early intervention services to prevent adult mental illness. Key challenges to implementing the recommendations include workforce shortages, variable leadership and commissioning, and limited school involvement. Ongoing efforts focus on maintaining momentum for change through local action.
NHS Workforce Development conference 28/06/2016mckenln
This document discusses the Talent for Care strategy in the UK National Health Service. It provides the following key points:
1. The Talent for Care strategy aims to guide development of the 500,000+ Band 1-4 healthcare support workforce, focusing on themes of "Get in, Get on, Go further."
2. An evaluation found that the strategy has raised the profile of healthcare support workers and provided a useful framework for their training, though involvement of staff and unions was limited.
3. The Apprenticeship Levy provides both an opportunity and challenge for the NHS, which pays £200 million annually into the levy, to create 28,000 apprenticeship starts per year and
NHS Workforce Development conference 28/06/2016mckenln
This document discusses a survey conducted by UNISON on staffing levels in the UK. The survey received over 2,700 responses from nurses and healthcare assistants, finding that 71% of night shift staff care for 8 or more patients, 43% work with agency staff, and 61% are unable to take all breaks. Recommendations include setting mandatory minimum nurse-to-patient ratios nationally and establishing local nursing committees to review staffing levels and agency spending. Resources are provided for healthcare workers to raise concerns about unsafe staffing.
Opening Keynote Presentation – George Foyo at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
NHS Workforce Development conference 28/06/2016mckenln
This document summarizes the challenges facing the NHS due to an aging workforce. The average age of NHS staff is 43.7 and projected to rise to 47 by 2023, with over half over age 40. This aging workforce needs support through improved occupational health, flexible work arrangements, pension education and awareness of challenges and opportunities. Research is examining how to extend working lives through management practices and policies that engage and support an aging workforce. Cultural change and long-term workforce planning are needed to address retention risks as more staff retire, posing quality and supply challenges for the NHS.
South of England Improving Safety in Mental Health Collaborative - Shaun Clee, chief executive, 2gether NHS Foundation Trust and Dr Helen Smith, co-medical director and clinical lead, South of England Improving Safety in Mental Health Collaborative
Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
More information at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/patient-safety-collaboratives.aspx
161207 iHV leadership conf - Ros BryarJulie Cooper
Presentation by Professor Ros Bryar, Professor Emeritus in Community and Primary Care Nursing, at the iHV Leadership conference on 7 December 2016.
Creating a postive practice environment
161207 iHV leadership conf - Jane PowellJulie Cooper
Presentation by Jane Powell, FIHV, Interim Head of Service Universal 0-5 Birmingham Community Health Trust., at the iHV Leadership conference on 7 December 2016.
Engaging Stakeholders to design and develop helth visiting services.
Active signposting. Training reception staff and providing tailored information about services, to connect patients with the most appropriate source of help and advice. Featuring West Wakefield's approach. David Cowan. Social Prescribing & Care Navigation Lead , West Wakefield Health & Wellbeing.
161207 iHV leadership conf - Sharin BaldwinJulie Cooper
Presentation by Sharin Baldwin, FiHV, NIHR Clinical Doctoral Fellow King's College London/ Health Visiting Clinical Academic Lead, London North West Healthcare Trust, t iHV leadership conference on 7 December 2016.
Leadership in Health Visiting
Dr Hakim Yadi, Chief Executive Officer for Northern Health Science Alliance (NHSA) opened the May 24th Ecosystem event with this introduction to Connected Health Cities in the North West.
This document discusses using technology to improve access to evidence-based cognitive behavioral therapy (CBT). It notes that 1 in 4 adults experience mental health issues each year but 80% go untreated due to stigma, limited access to therapists, and variable quality of care. The document describes how the company Ieso uses a digital platform to deliver personalized, clinically validated CBT remotely via online messaging. This improves accessibility by allowing therapy anytime, anywhere, and accountability by collecting detailed outcome data to monitor performance and support continuous quality improvement. The goal is to transform mental healthcare using technology to make it more accessible, affordable and accountable.
The document discusses care pathway planning and outlines key components of a care pathway plan, including a formulation/needs assessment, pathway map, health outcomes and goals, activity/therapy plan, and support plans. It provides learning points around defining the destination and route in a patient's pathway, ensuring health outcomes map over the entire pathway rather than being service-specific, distinguishing between pathway-critical and non-critical health outcomes, and linking interventions to outcomes. The document emphasizes that care pathway plans should be personalized for each patient.
This document discusses integrating Lean principles in healthcare. It defines Lean as customer-centric, continuous improvement that is proven to work and empowering. Examples of Lean waste, processes, and tools like gemba walks, process mapping, fishbone diagrams, and Pareto charts are provided. Implementing Lean requires securing leadership commitment, forming a Lean team, identifying problems, collecting data, communicating changes, and making Lean an ongoing effort. Barriers include lack of knowledge, resistance to change, lack of patience and resources. Lean is shown to focus on customer satisfaction through continuous improvement.
This document discusses the goals of an ambulance service provider's mental health care division. It aims to deliver patients, not just address problems, by managing risk through staff training and flexibility. This helps provide a high quality patient experience during transfers and aligns with the national Five Year Forward View's goal of improving mental health care quality and variability during transit. A case study highlights how the service changed staff perceptions by taking time with patients and making them feel calm and safe during transfers.
This document discusses a 3D assessment tool called 3de that helps organizations understand how ready their people are for change. It measures factors like belief in the vision, understanding of roles, skills, resources, and culture. The tool involves mapping the organization, distributing a questionnaire, analyzing responses, and holding a results workshop to create an action plan. The goal is to provide a clear picture of change readiness across different levels to ensure success. It is presented as a quick, less than one month process to clarify where an organization stands on its change journey.
Introduction to Lean Principles
Planning of your work processes to improve flow
Amy Hodgkinson and Trevor Taylor
National Improvement Leads, NHS IQ
Presentation from the Productive Endoscopy Workshop, Tuesday 15th October 2013 at Ambassadors Bloomsbury , London, WC1H 0HX
This meeting brought together teams from around the country, and embarked on creating and testing the productive endoscopy toolkit. The aim of the day is to allow time with your team for sharing of experiences and exchange of good practice, learn how to apply lean techniques and hear the impact of successfully implemented case studies.
2.2 Develop the team - nursing - Julie Belton.NHS England
Develop the team - nursing. Developing nursing roles in primary care. Reviewing a wide range of initiatives including from Manchester, Gateshead and Hanwell. Julie Belton, Director, Cuckoo Lane Healthcare.
This document outlines the goals and strategies of the District Immunization and Child Health Programme Management Unit in Kurnool, India. The unit aims to (1) prevent and control vaccine-preventable diseases, (2) improve child health, and (3) meet the goals of the National Rural Health Mission and Millennium Development Goals. Key strategies include taking technomanagerial and socio-economic-cultural approaches, organizational development, empowering rather than enforcing, and promoting public-private partnerships. The unit seeks to create a self-sustained, well-informed, healthy district with equitable access to quality neonatal, infant, and child health services.
Bottom Up, or "Tarte Tatin" strategy for implementing Lean in St Elisabeth Ho...Henk Veraart
Bottom up approach for implementing lean in a large Dutch hospital, pro's and con's.
presentation held at "Lean Healthcare Transformation Conference" in Brussels
The document discusses the Future in Mind report on transforming children and young people's mental health services in the UK. It notes that half of ill health under age 65 is mental illness, and less than 50% received appropriate treatment previously. The Future in Mind report launched in 2015 aimed to increase funding and early intervention services to prevent adult mental illness. Key challenges to implementing the recommendations include workforce shortages, variable leadership and commissioning, and limited school involvement. Ongoing efforts focus on maintaining momentum for change through local action.
NHS Workforce Development conference 28/06/2016mckenln
This document discusses the Talent for Care strategy in the UK National Health Service. It provides the following key points:
1. The Talent for Care strategy aims to guide development of the 500,000+ Band 1-4 healthcare support workforce, focusing on themes of "Get in, Get on, Go further."
2. An evaluation found that the strategy has raised the profile of healthcare support workers and provided a useful framework for their training, though involvement of staff and unions was limited.
3. The Apprenticeship Levy provides both an opportunity and challenge for the NHS, which pays £200 million annually into the levy, to create 28,000 apprenticeship starts per year and
NHS Workforce Development conference 28/06/2016mckenln
This document discusses a survey conducted by UNISON on staffing levels in the UK. The survey received over 2,700 responses from nurses and healthcare assistants, finding that 71% of night shift staff care for 8 or more patients, 43% work with agency staff, and 61% are unable to take all breaks. Recommendations include setting mandatory minimum nurse-to-patient ratios nationally and establishing local nursing committees to review staffing levels and agency spending. Resources are provided for healthcare workers to raise concerns about unsafe staffing.
Opening Keynote Presentation – George Foyo at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
NHS Workforce Development conference 28/06/2016mckenln
This document summarizes the challenges facing the NHS due to an aging workforce. The average age of NHS staff is 43.7 and projected to rise to 47 by 2023, with over half over age 40. This aging workforce needs support through improved occupational health, flexible work arrangements, pension education and awareness of challenges and opportunities. Research is examining how to extend working lives through management practices and policies that engage and support an aging workforce. Cultural change and long-term workforce planning are needed to address retention risks as more staff retire, posing quality and supply challenges for the NHS.
South of England Improving Safety in Mental Health Collaborative - Shaun Clee, chief executive, 2gether NHS Foundation Trust and Dr Helen Smith, co-medical director and clinical lead, South of England Improving Safety in Mental Health Collaborative
Presentation from the Patient Safety Collaborative launch event held in London on 14 October 2014
More information at http://www.nhsiq.nhs.uk/improvement-programmes/patient-safety/patient-safety-collaboratives.aspx
161207 iHV leadership conf - Ros BryarJulie Cooper
Presentation by Professor Ros Bryar, Professor Emeritus in Community and Primary Care Nursing, at the iHV Leadership conference on 7 December 2016.
Creating a postive practice environment
161207 iHV leadership conf - Jane PowellJulie Cooper
Presentation by Jane Powell, FIHV, Interim Head of Service Universal 0-5 Birmingham Community Health Trust., at the iHV Leadership conference on 7 December 2016.
Engaging Stakeholders to design and develop helth visiting services.
Active signposting. Training reception staff and providing tailored information about services, to connect patients with the most appropriate source of help and advice. Featuring West Wakefield's approach. David Cowan. Social Prescribing & Care Navigation Lead , West Wakefield Health & Wellbeing.
161207 iHV leadership conf - Sharin BaldwinJulie Cooper
Presentation by Sharin Baldwin, FiHV, NIHR Clinical Doctoral Fellow King's College London/ Health Visiting Clinical Academic Lead, London North West Healthcare Trust, t iHV leadership conference on 7 December 2016.
Leadership in Health Visiting
Dr Hakim Yadi, Chief Executive Officer for Northern Health Science Alliance (NHSA) opened the May 24th Ecosystem event with this introduction to Connected Health Cities in the North West.
Innovative Commissioning 06-10-16: How to impress an awards judge; and suppor...Innovation Agency
Dr Liz Mear, CEO of the Innovation Agency presents how to impress awards judges and introduces attendees to the support on offer from the Innovation Agency.
ECO10 - Measuring the true pathway of innovation in the NHSInnovation Agency
The document discusses the introduction and clinical evidence for the UroLift system, a minimally invasive treatment for benign prostatic hyperplasia (BPH). It summarizes the clinical trials demonstrating UroLift's rapid and durable relief of BPH symptoms with minimal side effects. It also outlines UroLift's journey to approval and reimbursement in the UK, including a positive NICE recommendation and being granted an Innovation Technology Tariff to facilitate adoption in the NHS. UroLift is positioned as a cost-effective alternative to traditional BPH surgeries that allows for quicker recovery and preservation of sexual function.
This document provides information about getting support for quality improvement projects. It discusses:
1. An introduction to AQuA, the North West quality improvement organization that the facilitator Liz Twelves is from.
2. Common challenges with implementing change, such as initiatives effectively fading away or hitting a plateau. It also discusses the psychological process of transition that people experience with new situations.
3. Strategies for improving the chances of success with a change initiative, including identifying stakeholders and their level of influence/interest, and determining what's in it for them to gain their support through influence mapping.
This document lists various topics including banking, travel, holidays, shopping, social life, dating, kids & schools, death, health, and the digital human. It appears to be listing different categories or sections that may be covered on a website related to UK digital trends from Johnhenrygroup.co.uk.
ECO10 - Wirral Hospital's journey to global digital excellenceInnovation Agency
- Wirral University Teaching Hospital (WUTH) has been a leader in digitized healthcare for over 20 years, implementing Cerner solutions across its systems starting in 2009.
- WUTH's digitized records system, called Wirral Millennium, supports functions like infection control, safeguarding, document retrieval, and has led to improvements in clinical outcomes.
- Going forward, WUTH aims to achieve a fully paperless hospital, integrate more medical devices, enhance communication across care settings, and develop population health analytics to support new care models.
This document discusses standards, satisfaction, and quality in customer experience management. It provides an overview of key concepts like what quality and satisfaction mean for customers. The document then outlines 15 steps for effective exchange operations that focus on the student experience. It emphasizes that quality means loyalty and discusses tools like customer centricity and Net Promoter Score for measuring customer satisfaction and loyalty. The conclusion emphasizes the importance of putting customers at the center and using data-driven decision making to continually improve the customer experience.
Sampling is selecting a representative subset of a population to make inferences about the whole population. It involves randomly selecting a sample and inspecting it. If the number of defects found exceeds a threshold, the entire lot is rejected. If it is below the threshold, the lot is accepted. Multiple samples may be taken to improve accuracy, with the lot rejected only if the total defects across samples exceeds the threshold. Sampling allows determining characteristics of the whole population while inspecting only a fraction.
What Your Employees Don't Know About Healthcare [Infographic]BambooHR
What do your employees know about ACA guidelines and healthcare and benefits in general? This infographic shares the knowledge gaps that employees have when it comes to their healthcare plans.
Explore key takeaways shared in our Stanford GSB View From The Top guest speaker series this year.
More leadership insights: http://stanford.io/leadership
This document discusses 8 key life and leadership lessons shared in the 2016 Stanford GSB View From The Top guest speaker series. It explores takeaways from leaders who spoke at Stanford about their experiences and advice. The document aims to provide insights for developing leadership skills.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
This document summarizes key factors for leading cultures that deliver high quality healthcare. It discusses the importance of having an inspirational vision focused on quality, clear aligned goals at all levels, good people management and employee engagement, continuous learning and quality improvement, teamwork and cooperation, and a values-based collective leadership strategy. Specific success factors highlighted include developing a compelling strategic narrative, inclusive leadership styles, empowering staff to lead change, learning organizations, multi-disciplinary teamwork, and shared/collective leadership approaches. Research evidence is presented showing benefits such as lower patient mortality, reduced errors and staff injuries when these cultural factors are implemented.
Pre-summit workshop on Wedesday, April 10 at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Learn more about quality improvement from the perspectives and experiences of Canada’s senior health care leaders. Recently, the Health Council of Canada interviewed these leaders and surveyed governments about their quality improvement efforts across federal, provincial and territorial health care systems. This presentation provides insight into the wide range of system-level quality improvement approaches across the country as well as the success factors and barriers to change. It also provides an overview of the many innovative quality improvement initiatives taking place across the country.
This document provides an overview of an orientation session on Making Every Contact Count (MECC). The session aims to provide staff with information on the MECC toolkit and principles, identify opportunities to promote health and wellbeing to clients, and produce a vision statement for health promotion. Staff will learn about the economic and personal benefits of self-care approaches and prevention of poor health. The session also discusses creating a culture of health promotion across organizations to improve outcomes and reduce health inequalities.
Chief Allied Health Professions Officer’s Conference 2016
Workshop 5: Population based service re-design – Chair Shelagh Morris
Embedding a health promotion strategy across MSK physiotherapy services in Salford. Gillian Rawlinson, MSK Advanced Practitioner and Senior Lecturer. Salford and UCLAN
Dr. Michael Shannon, Director, Nursing and Midwifery Services, HSEInvestnet
The document discusses the past, present, and future of nursing and midwifery in Ireland. It summarizes several key health policies and reports from the past two decades. For the future, it envisions a patient-centered health system that provides high-quality, equitable care. It argues nursing and midwifery must take a leadership role in reforming care delivery and ensuring safety. Key priorities include developing leadership, innovation, and data-driven workforce planning to enhance patient care over the next 5 years.
This document provides an overview of effective healthcare governance during times of industry transformation. It discusses the challenges boards face, such as adapting to new payment and care delivery models. It also profiles three healthcare systems that have successfully adapted their boards. Health Partners in Minnesota transformed its board structure to prioritize community health goals. Genesys Health System in Michigan created a shared 25-year vision to unite its community after economic changes. Both systems increased local board involvement to better serve their communities. The document aims to help boards govern during ongoing healthcare reforms.
This document provides an overview of St. Joseph Health and its approach to innovation. Some key points:
- St. Joseph Health is a large health system with $5.3 billion in net revenue, 25,000 employees, and 14 acute hospitals.
- It has established the Innovation Institute to pursue new revenue streams and transform healthcare delivery through partnerships and innovation.
- The Innovation Institute operates an Innovation Lab to collect ideas, accelerate technologies, and showcase innovations. It aims to advance design and transform traditional models.
- The Institute also has an Enterprise Development Group to convert costs centers to revenue centers through partnerships and a for-profit structure. It established an Innovation Fund to invest across different stages of startup companies.
-
A slide show for Candidates interested in applying for the role of our New CEO. This slide show includes and over sight of the Norfolk and Suffolk NHS Foundation Trust including information such as; Services, Values and Strategy and vision. this pack also includes a details job Description along with the Role specification.
NHS Improving Quality was invited to take part in a recently held event that celebrated the work that is being done in partnership between the Pennine Acute Hospitals NHS Trust and AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP).
Gillian Phazey, Learning and Organisational Development Manager at Pennine Acute Hospitals NHS Trust explains:
'The Learning and Organisational Development and Governance teams at the Pennine Acute Hospitals NHS Trust have been working collaboratively with AQuA to deliver a Quality Improvement Methodologies Programme (QuIMP) to support staff in developing knowledge and skills in this topic. The programme has been specifically designed to support colleagues wanting to gain an introduction to the fundamentals and concepts of quality improvement. So far, two cohorts of staff, from clinical and non-clinical areas of the Trust have completed the programme, and have completed quality improvement projects in their own work area to apply their knowledge. On 17th July a celebration event was held for cohort 2 where staff presented their work in poster or presentation form, the aim of which is to share and spread learning across the Trust. Projects were wide ranging, from introducing new processes to reduce complaints and drug errors, to improving patient experience by implementing new tools and techniques. The day was a great success with the Chief Executive and Chief Nurse in attendance. The Trust is highly supportive of this approach in equipping staff with these important techniques, and the programme supports not only our internal quality agenda and objectives, but more widely responds to the recommendations of the Berwick report. The next cohort is starting in September this year.'
Fiona Thow, Patient Safety Collaborative Delivery Lead at NHS Improving Quality delivered a keynote speech, (link to presentation slides) providing a national perspective on the plans for improving patient safety and took the opportunity to introduce the national safety collaboratives. She also highlighted the need for organisations and individuals to think differently about safety for both patients and staff.
Presentation delivered by Scott Kashman, MHA, FACHE, Market President & CEO, St. Dominic Health Services & St. Dominic Hospital at the marcus evans National Healthcare CXO Summit October 16-18, 2022 in Boston MA
7 Day Services webinar - Workforce and delivering 7 day servicesNHS England
This webinar explores how use of enhanced roles can help Trusts in the delivery of seven day services, and aims to help trusts understand the practical issues associated with developing enhanced roles and implementing these into their organisations. During this session you will hear about:
* Workforce planning and the delivery of 7 day Services. Health Education England will provide an update regarding the national picture and provide insight into innovative workforce solutions which will support the delivery of 7 Day Services
* Practical examples from colleagues in acute trusts, where new roles have been utilised in delivering the 4 priority clinical standards
Key speakers:
Kevin Moore - Head of Workforce Transformation, Health Education England
Miss Fiona Kew - Consultant Gynaecologist, Modernising the Workforce: Physician's Associates – Sheffield Teaching Hospital
Darren McGuiness - Endoscopy Manager Royal Liverpool & Broadgreen NHS Trust. Seven Day Services in Endoscopy
Nicky Taggart - General Manager, Radiology and Imaging, Royal Liverpool & Broadgreen NHS Trust. Seven day services in Radiology
This document provides an overview of Corporation X's strategic plan for fiscal years 2004-2006. It outlines Corporation X's vision, mission, values, culture, strengths, weaknesses, opportunities, threats, competition, goals, and strategic planning process. The strategic plan was created through assessing the current environment, identifying gaps between the current state and vision, and establishing key result areas and goals to work towards realizing the vision. Progress will be tracked through measurements and the plan will be revised annually.
This document discusses the WorkWell Kansas initiative, which aims to promote worksite wellness programs across the state. It provides an overview of the initiative's goals, which include engaging business and community leaders in supporting comprehensive worksite wellness programs. The initiative will provide resources and technical assistance to worksites over three years to help them develop and implement wellness plans. The intent is to create a culture where the healthy choice is the easy choice for employees.
The document provides a quality account report for The Tavistock and Portman NHS Foundation Trust for 2015/16. It discusses achievements in quality including awards won, new services launched, and positive outcomes. It provides an overview of performance against quality indicators, with most targets met or exceeded. Key priorities for the upcoming year are outlined relating to access, outcomes, patient experience and safety. The report demonstrates the Trust's commitment to continuously improving quality of care.
This document provides a summary of a presentation on statins. It discusses the benefits of statins in reducing cardiovascular events and mortality in both primary and secondary prevention. It addresses several controversies around statins, including their association with diabetes, cognitive impairment, cancer, and hemorrhagic stroke. While some modest risks are noted, the overall benefits of statins in reducing cardiovascular risk are found to outweigh these potential risks. The document emphasizes the importance of statin adherence to achieve optimal outcomes and addresses targets for LDL and non-HDL cholesterol levels according to recent guidelines.
Targeting lipids: a primary and secondary care perspectiveInnovation Agency
Presentations by Dr Sue Kemsley and Dr Gavin Galasko from the first webinar of the Mastering Cholesterol webinar series on Thursday 26 January 2023, focusing on lipid management from a primary and secondary care perspective.
Supporting the optimal detection and management of BP in Primary CareInnovation Agency
Presentation by Jane Briers, Programme Manager - Innovation Agency at the Supporting recovery in Primary Care using Proactive Frameworks for Long Term Conditions event on Thursday 15 September 2022.
Presentation by Dr Lauren Moorcroft, GP Partner - Brookvale Practice at the Supporting recovery in Primary Care using Proactive Frameworks for Long Term Conditions event on Thursday 15 September 2022.
Introduction to Supporting recovery in Primary Care using Proactive Framework...Innovation Agency
Presentation by Julia Reynolds, Associate Director for Transformation - Innovation Agency at the Supporting recovery in Primary Care using Proactive Frameworks for Long Term Conditions event on Thursday 15 September 2022.
Presentation by Paul Brain, Project Manager at the Excel in Health series - Introduction to data webinar on Monday 6 June 2022.
In this session we discussed how SMEs can use data to grow their business and access new opportunities in the market.
Presentations by Mike Kenny, Acting Co-Director of Enterprise and Growth, Innovation Agency and Dr Neil Paul, a GP and Board Member with Cheshire East ICP at the Excel in Health: Understanding the NHS Landscape webinar on Wednesday 11 May 2022.
Developing Effective Remote Consultations in Outpatients webinarInnovation Agency
1) The document discusses strategic plans to increase the use of virtual appointments through video to help restore NHS services and reduce backlogs as directed nationally.
2) Data is presented on the percentage of virtual vs face-to-face appointments by specialty for different regions, showing variation between specialties and trusts in uptake of virtual appointments.
3) Interviews were conducted with NHS staff across roles and specialties to understand the reasons for the differences in uptake of virtual appointments and identify barriers to wider adoption. A separate report from patient interviews also provided feedback.
LCR and Cheshire and Merseyside Health MATTERS networking eventInnovation Agency
Master slide deck from the LCR and Cheshire and Merseyside Health MATTERS networking event on Wednesday 24 November 2021 at Sci-Tech Daresbury Laboratory.
Master slide deck from the Excel in Health webinar series: The NHS landscape presentation.
This webinar identifies the structure of the NHS and its national priorities.
The session will cover the following topics:
Understand the structure of the NHS
Understand the national priorities of the NHS
Recognise the barriers to sale
The document discusses strategies for effective virtual collaboration using Zoom. It covers:
1. Getting familiar with basic Zoom functions and pushing boundaries to achieve results through techniques like choosing the right technology, managing time and atmosphere, addressing technical issues, and designing for inclusivity.
2. Methods for collecting data virtually through polling software, informal tools like chat and reactions, and creative approaches like using glass jars, mountains, push pins, and post-its for feedback.
3. The importance of incorporating fun and enjoyment into virtual meetings by setting challenges, using stories, sharing passions, and exploring improv to promote effective learning.
The document discusses restorative practices and community circles. It provides information on the core principles and processes of restorative circles, including their purposes, structural elements, characteristics, and stages. Circles are presented as an alternative to traditional hierarchical meetings and aim to allow all voices, build relationships, and develop understanding and solutions. Indigenous justice practices of restoration and healing are also honored.
The document outlines an agenda for a webinar hosted by the Innovation Scout network. It will include an introduction to the Innovation Scout network, a presentation from an advocacy link worker, a Q&A session, and wrap up. Attendees are encouraged to tweet with specific hashtags and email the contact for follow up discussions. The Innovation Scout network is a community of practice that was relaunched in 2019 to support innovation in health and social care through tools, culture change, entrepreneurial skills development, and networking. It has over 80 members across the North West Coast region working on healthcare innovation.
Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...DrDevTaneja1
Digital India will need a big trained army of Health Informatics educated & trained manpower in India.
Presently, generalist IT manpower does most of the work in the healthcare industry in India. Academic Health Informatics education is not readily available at school & health university level or IT education institutions in India.
We look into the evolution of health informatics and its applications in the healthcare industry.
HIMMS TIGER resources are available to assist Health Informatics education.
Indian Health universities, IT Education institutions, and the healthcare industry must proactively collaborate to start health informatics courses on a big scale. An advocacy push from various stakeholders is also needed for this goal.
Health informatics has huge employment potential and provides a big business opportunity for the healthcare industry. A big pool of trained health informatics manpower can lead to product & service innovations on a global scale in India.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...rightmanforbloodline
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
English Drug and Alcohol Commissioners June 2024.pptxMatSouthwell1
Presentation made by Mat Southwell to the Harm Reduction Working Group of the English Drug and Alcohol Commissioners. Discuss stimulants, OAMT, NSP coverage and community-led approach to DCRs. Focussing on active drug user perspectives and interests
Joker Wigs has been a one-stop-shop for hair products for over 26 years. We provide high-quality hair wigs, hair extensions, hair toppers, hair patch, and more for both men and women.
As Mumbai's premier kidney transplant and donation center, L H Hiranandani Hospital Powai is not just a medical facility; it's a beacon of hope where cutting-edge science meets compassionate care, transforming lives and redefining the standards of kidney health in India.
Hypertension and it's role of physiotherapy in it.Vishal kr Thakur
This particular slides consist of- what is hypertension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is summary of hypertension -
Hypertension, also known as high blood pressure, is a serious medical condition that occurs when blood pressure in the body's arteries is consistently too high. Blood pressure is the force of blood pushing against the walls of blood vessels as the heart pumps it. Hypertension can increase the risk of heart disease, brain disease, kidney disease, and premature death.
Hypertension and it's role of physiotherapy in it.
IGNITE! Keynote: Building and improvement movement
1. So.....
•The NHS urgently needs to find a way to
deliver better health and better care at lower
cost
•What can we can learn from the best in
healthcare and other sectors to help us do
this?
•What do improvement leaders do?
•How can we build a movement to support
transformation? 1
2. 2
There is a growing evidence base on what makes for a great
healthcare organisation…
5. These 5 touchstones are what we want all of
our members to aspire to over the next 5
years:
Leaders at all
levels who
understand how to
improve quality
and manage
change effectively
A robust health
and quality
improvement
strategy with
measurable
aims and
co-ordinated
improvement
programmes
Investment in
developing the
skills to improve
quality and lead
change across
the entire
workforce
A style of
leadership that
will support and
enable front line
staff to improve
the work they
do on a daily
basis
Staff, patients, carers and local people working together in partnership to
transform care across whole systems
Our 5 Year Vision
6. Who are your favourite leaders?
What makes them great?
6
8. “Men wanted for hazardous journey.
Small wages, bitter cold, long months
of complete darkness, constant danger.
Safe return doubtful. Honour and
recognition in case of success.”
Quoted in “Shackleton’s Way” by Morrell and Capparell
8
11. Over an eighteen month period (2007/8):
• Mortality reduced by 23%
• Length of stay reduced by 24%
• Stroke Sentinel Audit Score increased to 92%
• Staff sickness reduced to 3% from 15%
• Awards and publicity
• National Clinical Director visit
• Very positive patient and carer feedback
Stroke Team – Improvement Results
11
13. Developing Leaders for Improvement
Change Management
Setting bold aims
Personal Effectiveness
Improvement Methods
Resilience
13
14. Setting bold aims
• What’s the current quality of your service?
• What does ‘best’ look like… what are your goals for
improvement?
• How do you “put the patient in the room” and
involve them in improvement?
14