Resources

661 resources from source NHS Improvement ×

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  1. 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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  2. 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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  3. 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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  4. 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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  5. 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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  6. 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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  7. 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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  8. 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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  9. Part of: Valued care in mental health: a national improvement model

    Section four describes the leadership practices and behaviours that leaders and prospective leaders found to work, and those that have not.

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

    Section five describes how mental health service providers can manage their resources — financial, human, tangible and intangible — in the pursuit of continuous improvement.

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

    Section six aims to enable people to make informed decisions about improvement methodologies.

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

    Section eight highlights some of these opportunities, but also challenges, that are particularly relevant to mental health care.

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

    Section nine demonstrates the current thinking and application in innovation in the NHS.

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

    The final section includes trusts' improvement stories and reflections on their challenges, learning, as well as successful innovations and improvements.

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

    Section one provides you with the basis from where to start your improvement journey, and involving experts by experience is essential throughout.

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