Filochowski, Jan, (born 27 April 1950), writer and speaker on management and National Health Service; Chief Executive Officer, Great Ormond Street Hospital for Children NHS Foundation Trust, 2012–13; Inspection Chair, Care Quality Commission, 2014–16

2013 ◽  
Keyword(s):  
National Health Service ◽  
Health Service ◽  
National Health ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Care Quality ◽  
Street Hospital ◽  
Great Ormond Street Hospital ◽  
Care Quality Commission

How do explicitly stated hospital trust values relate to their CQC ratings?

BMJ Leader ◽  
2018 ◽  
Vol 2 (2) ◽  
pp. 68-70
Author(s):  
Nathan Hamnett ◽  
Naomi Patel ◽  
Kathryn Nelson ◽  
Tom Harrison ◽  
Nicholas White
Keyword(s):  
Quality Improvement ◽  
National Health Service ◽  
Health Service ◽  
Service Delivery ◽  
National Health ◽  
Care Quality ◽  
A Value ◽  
Care Quality Commission ◽  
Organisational Values ◽  
Range Of Values

IntroductionFor National Health Service(NHS) Trusts in the process of setting internal organisational values, it would be useful to see if there was a correlation between certain organisational values and Care Quality Commission (CQC) ratings to enable quality improvement.MethodsTo examine this, we identified the CQC ratings of the NHS England provider trusts and identified and listed the trust’s values. These values were then categorised and a comparison made of well-performing and underperforming trusts.ResultsA total of 43 different values were identified, with a total of 800 values being used across all 188 trusts. In the reviewed hospitals, a broad range of values were found with some not meeting common definitions of what a value is. All trusts included some aspect of behaviour in their values.ConclusionWell-performing hospitals are more likely to be open and honest with aspirational values, whereas those which are not are more likely to be focused on day to day service delivery with operational or proscriptive values. There was considerable variation from the published NHS constitution values with outstanding and good trusts having more variance from the values in the NHS constitution than trusts rated requiring improvement or inadequate.

scholarly journals Relationship between employee engagement scores and service quality ratings: analysis of the National Health Service staff survey across 97 acute NHS Trusts in England and concurrent Care Quality Commission outcomes (2012–2016)

BMJ Open ◽  
2019 ◽  
Vol 9 (7) ◽  
pp. e026472 ◽  
Author(s):  
Mark Wake ◽  
William Green
Keyword(s):  
National Health Service ◽  
Health Service ◽  
Employee Engagement ◽  
National Health ◽  
Care Quality ◽  
Cross Sectional ◽  
Quality Ratings ◽  
Service Staff ◽  
Care Quality Commission ◽  
Receive Treatment

ObjectiveThis research explores measures of employee engagement in the National Health Service (NHS) acute Trusts in England and examines the association between organisation-level engagement scores and quality ratings by the Care Quality Commission (CQC).DesignCross-sectional.Setting97 acute NHS Trusts in England.Participants97 NHS acute Trusts in England (2012–2016). Data include provider details, staff survey results and CQC reports. Hybrid Trusts or organisations affected by recent mergers are excluded.Outcome measuresAnalysis uses organisation-level employee engagement and CQC quality ratings.ResultsEmployee engagement is affected by organisational factors, including patient bed numbers (β=−0.46, p<0.05) and financial revenue (β=0.38, p<0.05). CQC ratings are predicted by overall employee engagement score (β=0.57, p<0.001) and financial deficit (β=−0.19, p<0.05). The most influential employee engagement dimension on provider ratings is ‘advocacy’ (λ=0.54, p<0.001). Analysis supports the notion that employee engagement can be predicted from advocacy scores alone (eigenvalue=4.03). Better still, combining advocacy scores from the previous year’s survey or adding in motivation scores is a highly reliable indication of overall employee engagement (95.4% of total variance).ConclusionsNHS acute Trusts with high employee engagement scores tend to have better CQC ratings. Trusts with a high financial deficit tend to have lower ratings. Employee engagement subdimensions have different associations with CQC ratings, the most influential dimension being advocacy score. A two subdimension model of engagement efficiently predicts overall employee engagement in NHS acute Trusts in England. Healthcare leaders should pay close attention to the proportion of employees who would recommend their organisation as a place to work or receive treatment, because this is a proxy for the level of engagement, and it predicts CQC ratings.

scholarly journals Improving the Usefulness and Use of Patient Survey Programs: National Health Service Interview Study (Preprint)

2017 ◽  
Author(s):  
Kelsey Flott ◽  
Ara Darzi ◽  
Sarah Gancarczyk ◽  
Erik Mayer
Keyword(s):  
National Health Service ◽  
Health Service ◽  
Patient Experience ◽  
National Health ◽  
Care Quality ◽  
Barriers And Facilitators ◽  
Care Staff ◽  
Health Care Staff ◽  
Service Improvement ◽  
Patient Reported

BACKGROUND A growing body of evidence suggests a concerning lag between collection of patient experience data and its application in service improvement. This study aims to identify what health care staff perceive to be the barriers and facilitators to using patient-reported feedback and showcase successful examples of doing so. OBJECTIVE This study aimed to apply a systems perspective to suggest policy improvements that could support efforts to use data on the frontlines. METHODS Qualitative interviews were conducted in eight National Health Service provider locations in the United Kingdom, which were selected based on National Inpatient Survey scores. Eighteen patient-experience leads were interviewed about using patient-reported feedback with relevant staff. Interviews were transcribed and underwent thematic analysis. Staff-identified barriers and facilitators to using patient experience feedback were obtained. RESULTS The most frequently cited barriers to using patient reported feedback pertained to interpreting results, understanding survey methodology, presentation of data in both national Care Quality Commission and contractor reports, inability to link data to other sources, and organizational structure. In terms of a wish list for improved practice, staff desired more intuitive survey methodologies, the ability to link patient experience data to other sources, and more examples of best practice in patient experience improvement. Three organizations also provided examples of how they successfully used feedback to improve care. CONCLUSIONS Staff feedback provides a roadmap for policy makers to reconsider how data is collected and whether or not the national regulations on surveys and patient experience data are meeting the quality improvement needs of local organizations.

scholarly journals The effect of external inspections on safety in acute hospitals in the National Health Service in England: A controlled interrupted time-series analysis

2019 ◽  
Vol 24 (3) ◽  
pp. 182-190 ◽  
Author(s):  
Ana Castro-Avila ◽  
Karen Bloor ◽  
Carl Thompson
Keyword(s):  
Time Series ◽  
Adverse Event ◽  
National Health Service ◽  
Health Service ◽  
Time Series Analysis ◽  
Interrupted Time Series ◽  
Care Quality ◽  
Interrupted Time Series Analysis ◽  
Care Quality Commission ◽  
Event Rates

Objectives To evaluate the effect of Care Quality Commission external inspections of acute trusts on adverse event rates in the English National Health Service. Methods Interrupted time-series analysis including all acute NHS trusts in England ( n = 155) using two control groups (new versus historical inspection regime and trusts not inspected). Multilevel random-coefficient modelling of (1) rates of falls with harm and (2) pressure ulcers, from April 2012 to June 2016, was undertaken using the new, resource-intensive regime of Care Quality Commission inspections as an intervention. Data used in the model included dates and type of inspection, patient safety indicators, demographic characteristics and financial risk of hospitals. Results In one year, Care Quality Commission inspected 66 acute trusts (42% of all English trusts) using their new regime and 46 (30%) using their previous one. Prior to inspections being announced, rates of falls with harm and pressure ulcers were improving in both intervention and control hospitals. The announcement of an inspection did not affect either indicator. After inspections, rates of falls with harm improved more slowly, and pressure ulcer rates no longer improved for trusts inspected using both regimes. Conclusions Neither form of external inspection was associated with positive, clinically significant effects on adverse event rates. Any improvement happening before the announced Care Quality Commission inspections slowed after the inspection.

NHS: inequality and incorporation

Race & Class ◽  
2021 ◽  
Vol 63 (2) ◽  
pp. 76-81
Author(s):  
Wayne Farah
Keyword(s):  
National Health Service ◽  
Health Service ◽  
National Health ◽  
Chief Executive ◽  
New Labour ◽  
Racial Equality ◽  
Hostile Environment ◽  
Ethnic Representation ◽  
Racial Democracy ◽  
Black Health

As chief executive Simon Stevens ends his stint at the helm of England’s National Health Service (NHS), a Black health activist takes a critical look at the direction of travel on racial equality under his leadership. He argues that ‘racial democracy’, i.e., ethnic representation or diversity, has displaced the rooting out of racialised injustice and inequality. Using the example of the health service, he reveals just how the struggle against racism in institutions has been reduced under neoliberalism to a mechanical mathematics of inequality. While, simultaneously, long-discarded eugenicist and biological arguments are making an unwelcome comeback, and the ‘hostile environment’, ushered in by New Labour when Stevens was a health adviser, takes its toll on migrants and refugees.

Quality and standards in health care

1993 ◽  
Vol 101 ◽  
pp. 1-30 ◽  
Author(s):  
Donald Irvine ◽  
Liam Donaldson
Keyword(s):  
Health Care ◽  
National Health Service ◽  
Health Service ◽  
National Health ◽  
Free Market ◽  
Care Quality ◽  
Total Quality ◽  
Theoretical Approaches ◽  
Management Concepts ◽  
Quality Movement

SynopsisThe chapter describes the professional and regulatory landmarks which have influenced the development of the quality movement in health care in the UK and the USA. They reflect the similarities and differences in the approach to quality which have evolved within the National Health Service in Britain when compared with a free market system of health care such as that in North America.A conceptual framework is used to approach the definition and assessment of quality of health care, noting in particular Donabedian's seminal triad of structure, process and outcome as well as the outcomes movement and other theoretical approaches to defining quality.The characteristics of criteria, standards, guidelines and protocols are described and the terminological problems in this field are discussed. The use of standards for improving quality includes their application in clinical audit, for accreditation and re-accreditation, in contracting for health services and in regulation and inspection.There is a new and unfolding relationship between clinical standard setting and management. Concepts such as continuous quality improvement and total quality management are challenging traditional assumptions about the need for a separation between professional, consumer and managerial approaches to improving quality. The National Health Service, following implementation of an internal market for public health care provision in Britain, is well placed to absorb and synthesise the many differing philosophies in the health care quality movement to the benefit of both patients and the health professions alike.

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