Resources

900 resources

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  1. Guidance for NHS foundation trusts on producing their annual reports and accounts.

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  2. An evidence-based framework to enable board and senior leaders to consistently define and measure pressure ulcers.

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  3. Part of: Improving staff retention

    This case study explores how a retention improvement strategy can be implemented in a trust undergoing major change.

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  4. Part of: Valued care in mental health: a national improvement model

    Many mental health service providers around England are meeting complex challenges with exceptional innovation, energy and creativity. We have drawn on this experience, skill and expertise to develop a national model to support continuous improvement in service delivery.

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  5. Trusts and stakeholders we have partnered with to develop a national model to support continuous improvement in service delivery.

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  6. Part of: Experts by experience , Improvement approaches , Innovation , Culture

    Cambridgeshire and Peterborough NHS Foundation Trust wanted to find an alternative to those who needed access to mental health care outside of working hours, and no provision to self-refer resulting in people accessing emergency departments (ED).

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  7. Part of: Experts by experience , Improvement approaches , Culture

    Northumberland, Tyne and Wear NHS Foundation Trust aimed to improve nutrition and mealtime experiences for people with complex mental illness and dementia on the 16-person Marsden Ward at Monkwearmouth Hospital, Sunderland.

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  8. Part of: Leadership , Resources , Innovation , Culture

    South London Partnership’s (SLP) three trusts — Oxleas NHS Foundation Trust, South London and Maudsley NHS Foundation Trust, South West London and St George’s Mental Health NHS Trust — faced a challenge recruiting and retaining mental health nurses.

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  9. Part of: Resources , Innovation , Experts by experience

    About 65% of south London children and young people needing inpatient beds were cared for outside the South London Partnership’s (SLP) area during 2016/17, on average 73 miles from home.

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  10. Part of: Experts by experience , Resources , Improvement approaches , Culture

    The South London Partnership (SLP) needed new clinical pathways when it took on responsibility for assessment, commissioning and care management of people who use forensic services.

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  11. Part of: Leadership , Innovation , Culture

    John Brouder has been Chief Executive of North East London Foundation Trust for the last 10 years and started his NHS career as a nurse. He has championed inclusivity in the trust and ensures it is a place where people want to come and work, as well as stay.

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  12. Part of: Innovation

    Frail elderly patients often have multiple conditions that include mental health problems such as depression, delirium or dementia. Traditional healthcare models, particularly admission to acute hospitals, can bring harm as well as benefit for these patients.

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  13. Part of: Leadership , Resources , Innovation , Culture

    South London Partnership’s (SLP) three trusts — Oxleas NHS Foundation Trust, South London and Maudsley NHS Foundation Trust, South West London and St George’s Mental Health NHS Trust — wanted to improve career and development opportunities and working environments for clinical staff.

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  14. Part of: Valued care in mental health: a national improvement model

    Section two highlights the factors that together form the wider context shaping mental health services today.

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  15. Part of: Valued care in mental health: a national improvement model

    Section three is about explicitly understanding and addressing how culture plays a pivotal role in improvement.

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