Report of the Young Minds focus group to further understand the views of young people, parents and carers, and professionals on the Green Paper ‘Transforming children and young people’s mental health provision‘. The focus group consisted of over 80 participants
Report of the Youth Access focus group to further understand the views of young people, parents and carers, and professionals on the Green Paper ‘Transforming children and young people’s mental health provision‘.
Report of the Young Minds focus group to further understand the views of young people, parents and carers, and professionals on the Green Paper ‘Transforming children and young people’s mental health provision‘. Key issues identified by the focus group were:
Report that finds several key areas where progress is being made, including: promises of a state-backed medical indemnity for GPs in England more GPs in training than ever before the establishment of the NHS GP health service, which is highly rated
Improvement in staff engagement using the innovative Event in the Tent, learning from staff about how to resolve workplace issues and develop quality services at Milton Keynes University Hospital NHS Foundation Trust. It took the concept of the big conversation
Fabian Society report that looks backwards at the history and achievements of the NHS over the last 70 years. It also looks to the future, in the context of acute financial pressures and growing healthcare needs . The report argues
Government response to the joint report of the Education and Health and Social Care Committees on ‘Transforming children and young people’s mental health provision: a green paper’. It also gives the Governments response to the consultation on the Green Paper. This consultation
Report from the House of Commons Public Accounts Committee that find NHS England’s outsourcing of primary care support services to Capita Business Services Ltd (Capita) a shambles. Its short-sighted rush to slash by a third the £90 million it cost
King’s Fund survey data from 145 trusts shows that executive director vacancies in NHS providers are widespread. Key findings include: 8 per cent of executive director posts are vacant 37% of trusts have at least one vacant executive director role,
A primary goal of health and social care services is to support people in their own home for as long as possible. If this is no longer possible, we must ensure that the best possible care is provided to those in residential
Fit for Work was an occupational health assessment and advice service looking to address long-term sickness absence, defined as an absence of 4 weeks or more, for people in employment. It was designed to help employees who were on, or
This final report of the Lord Darzi Review puts forward a 10-point plan to achieve this, as well as a 10-point offer to the public which sets out what the health and care system will be able to offer if
The ‘Our Digital Future’ Strategy outlines a number of shared principles for developing digital solutions between the partners of Healthier Lancashire and South Cumbria, which includes hospital trusts, NHS organisations and Local Authorities. The strategy covers five inter-connected themes to improve
This briefing looks at what can be learned from the vanguards’ efforts to design, test and deliver a variety of scalable and replicable new care models. It shares the lessons that other organisations and partnerships can take from the vanguards’
An Accountable Care Organisations (ACO) is a model of healthcare organisation where a provider, or group of providers, takes responsibility for the healthcare provision of an entire population. There is no fixed definition of an ACO, but the organisation usually receives an annual,
Leading Large Scale Change: a practical guide has been produced by the NHS England Sustainable Improvement Team and the Horizons Team, NHS England, to help all those involved in seeking to achieve transformational change in complex health and care environments.
Case study of the transformation of existing palliative care services into enhanced supportive care (ESC). . The multi-disciplinary ESC team covered all patients’ needs. It had strong financial support and worked with the oncology team, so that patients could access the ESC team at any stage
Revised case study many trusts are exploring options for moving care into the community. This case study demonstrates how one mental health has achieved this, and as a result improved patient care and reduced costs.
This case study covers the use of scanning (of products, places and patients) to improve efficiency and safety. It initially arose from a procurement strategy, but has now gone wider than that, addressing the wider NHS issue of having information readily available to make the right decisions.
Report that identifies challenges to delivering 7 day hospital services, for each challenges it offers a range of solutions: Implementing Clinical Standard 2 – time to first consultant review Understanding Clinical Standard 2 – time to first consultant review Job planning Winning hearts and