My Leadership Initiative : Develop A New, Simpler And Leaner Approach

Policy analysis is an assessment of specific healthcare policy to determine its effectiveness in improving patient care outcomes. As an organization continues to grow in complexity; health status indicators provided gauges for process to be assessed and evaluated for restructuring. This provides new opportunities for evaluating policies, guidelines and procedures that enhances patient care to benefit all stakeholders. Transformational leaders are healthcare professionals whose knowledge and experience are required when policies analysis is needed that may require examination, designing, implementation, and evaluation for a practice change. In healthcare systems globally, transformational leaders are task with

This paper examines how organisational values and stakeholder engagement can improve patient quality, experience and care. The author will do this by exploring what stakeholder engagement is and how it is being used in the healthcare arena to improve care quality and patient experience. The author’s critical analysis will discuss the relationship between organisational values, stakeholder engagement and the delivery of quality patient care, before relating this to his professional practice, prior to drawing and presenting conclusions.

After the serious shortcomings within the Mid-Staffordshire NHS Trust came to light, The Francis Report (Francis, 2013) investigated how the conditions of inexcusable care could prevail within the trust. The Francis Report proposed several extensive changes that could improve the National Health Service (NHS). Garner (2014) informs that these changes include that leaders need to be effective and accountable, staff should be empowered to work in partnership, each trust should aim to improve innovation and quality, whilst putting the patient first. The Department of Health (DH) reflected on the findings and in response to The Francis

In summary, implementing shared governance is a great partnership in the healthcare workplace. Healthcare workers should continuously strive better the work environment. It is known that shared governance requires strategic change in organizational culture and leadership. It demands a significant realignment in how leaders, employees, and systems transition into new relationships and responsibilities. In the spirit of continuous improvement and professionalism, healthcare organizations must never stop seeking ways to engender a satisfying and fulfilling workplace (Hutchison & Moore, 2007).

Assignment: Critically analyse an incident experienced whilst in practice, allowing opportunity to explore professional responsibilities, concepts of care management and the impact of health policy/legislation on care provision. You should demonstrate fitness of practice (NMC, 2008).

Furthermore, staff ought to treat patients as co-producers of health and not passive recipient of care. Clinical governance (CG) is a notable driver of continuous improvement in the health sector. According to Department of Health (DoH) (1997) CG lays emphasises on excellence in clinical care. The NHS in 2013 established the improvement quality (IQ) which sought to support achievements of health outcomes in England. The Francis report (2010) highlighted various failures in quality of care at the Mid Staffordshire NHS Foundation Trust. Jennings (2008) argue for transforming healthcare by rapidly increasing and broadening world-class leadership with innovative ways of working and technology. The NHS leadership framework (2011) advocates for staff potentials to contribute effectively in service improvement regardless of their roles and disciplines. This permits a workforce that develops a culture of continuous service

The government responds to The Francis Report in 2014 accepting all but 9 of the 290 recommendations issued in their initial response named ‘The Hard Truths’. They introduced a new legislation with an immidiete effect implimenting the toughest inspection regime covering all care services. Chief nursing officer Jane Cummings and Director of Nursing Viv Bennett introduced a 3 year strategy and vision that aims to promote values known as the NHS’s 6C’s. These 6 areas of action focuses on improving care for all patients which connects to the ‘WE CARE’ campaign. In brief, both state that competence; to have the ability to sucessfully enhance and improve lives. Compassion; to see through someone elses eyes and have an intent to act to change things for the better. Commitment; to be fully devoted to provide quailty care at the highest standard. Care; ensuring that every person counts whether it’s the service user, their families or the wider community. Communication; being open and honest with a mutual trust whilst working with others to take care of the patients physical and mental health as a whole. Courage; to have the ability to speak up if unethical practice is discovered whilst keeping in mind the respect and dignity of the patient. The government responds to The Francis Report in 2014 accepting

The Secretary of State for Health, Andrew Lansley, has set out the government’s plans to reform the NHS in England. The plans, documented in a new white paper entitled ‘Equity and Excellence: Liberating the NHS’, state that more power will be given to patients and professionals in the design and delivery of health and social care. This briefing outlines a summary of the key reforms. Please note, some terms which require further clarification are explained in a glossary at the end of this document. The white paper focuses on four key areas: 1. 2. 3. 4. Putting patients and the public first Improving healthcare outcomes Autonomy, accountability and democratic

The Health and Social Care Act 2012 came into force with crucial principles including new structures and arrangements in health care services to safeguard and strengthen the future of NHS and maintain the modernisation plan. In this Act, many new changes has been made to a number of existing Acts, National Health Services Act (NHS 2006), in order to enable health care system to tackle the existing challenges and also avoid any potential crisis in future. It has also introduced the proper allocation of NHS fund and budget, and improved the integrated care between NHS and social care services to promote patients’ choice in terms of delivering quality care.

West, M., Eckert, R., Steward, K., & Pasmore, B. (2014). Developing collective leadership for health care. London: The King’s

This essay will examine the following statement in relation to reforms proposed in the Health and Social Care Bill 2011 “Funding and delivering high quality health and social care services is problematic to all governments irrespective of political persuasions” I will provide an overview of the bill and investigate through critical analysis recommendations in the Bill for clinically-led commissioning. This will enable me to illustrate the problems in delivering a high quality care service that is needed by the changing society and the challenges this causes policy makers who uphold the ideology of the NHS.

This essay seeks to discuss the factors that facilitate change in health and social care. This can be achieved by assessing the challenges that the major factors of change bring using the Care Quality Commission of the Quality Care Commission for the Royal United Hospital Bath NHS Trust (RUHB). The second task aims to evaluate contemporary changes being inaugurated in the provision of health and social care services. In addition to this, a strategy and criteria will be devised in order to measure these recent changes including how the impact of these changes can be measured and evaluated.

I work for an organisation called Londonwide Local Medical Committees (LLMC). LLMC is the ‘clinically led independent voice of GPs in the capital’. We aim to support all general practice (GPs) in London; LLMC’s mission statement is ‘Securing the future of general practice’; this is achieved through the work we do with our partners in the Health and Social Care sector. There are over 7,000 GPs and over 1,300 practices in London that we support and represent through our 27 locally elected committees (LMC). LMC are a part of the NHS landscape and are recognised in statute which makes them qualified to provide advice, guidance and support on a range of issues that affect general practice. LMC are the only independent, elected and representative body for local GPs. Here at Londonwide, a central team provides London GPs and their practices with support on three

This paper will incorporate four of the self-assessment I completed (Leadership, 2004). They are as follows; social motives in the work setting, my leadership styles, emotional intelligence, and team excellence. I will also identify and discuss my leadership characteristics, strengths, and weaknesses. We must first understand what leadership means. To lead, nonetheless, is to excite, to impact, and to inspire. Successful leaders move others to draw in incredibleness, to stretch out themselves and to go past their perform work necessities by producing innovative thoughts. It has been said that directors are individuals who do things right and leaders are individuals who make the best choice." This refinement is to some degree exaggerated since successful leaders do a considerable measure of overseeing and compelling chiefs need to lead.

The purpose of a clinical audit is to improve the quality of care in the NHS (Healthcare Quality Improvement Partnership, 2011). To assist practitioners in changing practice to match the rapidly evolving evidence base guidelines are issued by organisations such as NICE (Fineout-Overholt & Melnyk, 2011). However there is often a gap between recommended practice and current practice which leads to lower quality care (Courtney &