This paper is a resource for hospital Trust boards, senior managers and clinicians leading the implementation of the Priorities for Care.
Using learning from hospital Trusts who are part of NHS Improving Quality’s Transforming End of Life Care in Acute Hospitals Programme, it focuses on how to assure quality and demonstrate improvement in the care provided to patients in the last days of life and those who are important to them.
NHS Improving Quality has published a new White Paper – The new era of thinking and practice in change and transformation: A call to action for leaders of health and care.
The paper looks at new directions in improvement and change thinking from around the world, and from other industries. It distils this information to inform the design and delivery of improvement and transformational change techniques in health and care services.
It sets out five enablers for the “emerging direction” in change and references research evidence as well as ideas from opinion leaders:
In 2014 a pilot scheme was developed by the North Western Foundation school to teach newly-qualified doctors about the NHS constitution and NHS values. Results of this training have been analysed to help answer the question: ‘Can NHS values be taught?’
Sets out five key messages which have emerged from the analysis of a number of CCG quality frameworks and strategies as well as other relevant literature. It aims to help commissioners with quality improvement.
Analysis from the Nuffield Trust and Health Foundation looks at patterns of A&E activity, the nature of the increased demand and what has driven waiting times upwards.
Podcast on the importance of being “absurdly selective” in how we use our time.
Stretch goals are ones which seem impossible at the time. This article explains vertical their pros and cons and practical tips on implementing within a team.
This article looks at how to keep the team happy and effective, by determining they have the appropriate support to do their job. It considers questions to ask, provision of managerial and emotional support, health and safety and equipment requirements.
This considers how the experience of making progress of work is something which is personally meaningful. It looks at how as a leader you can use this to better understand what motivates and drives an individual. With this information you can use coaching techniques such as deep listening and asking the correct questions to create and sustain a developmental alliance, move forward positively and create accountability.
Looks at how to create more innovation within large organisations. It offers a four steps to help manage entrepreneurs within large organisations to help assess desire and how much you are willing to commit. Then help to identifies how to work out who to ‘bring along’ and how act on the action.