Transforming End of Life Care in Acute Hospitals PM Workshop 5: How to use th...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals PM Workshop 5: How to use the revised and updated ‘Transform How to Guide’ presented by Maggie Morgan Cooke, Wendy Gray, NHS England
Transforming End of Life Care in Acute Hospitals AM Workshop 5: Summary Care ...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals AM Workshop 5: Summary Care Record and highlights from updated Toolkit for Commissioning Person Centred End of Life Care presented by Dr Robert Jeeves, Health and Social Care Information Centre and Dianne Murray, NHS England
Transforming End of Life Care in Acute Hospitals AM Workshop 2: AMBER Care Bu...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals AM Workshop 2: AMBER Care Bundle by Dr Irene Carey, Susanna Shouls, Guy’s and St Thomas’ NHS Foundation Trust
Transforming End of Life Care in Acute Hospitals - plenary 2 - Heidi Smoult, ...NHS Improving Quality
The CQC regulates health and social care services in England. This document discusses the CQC's role in regulating and improving end of life care (EOLC). It provides an overview of the CQC's new approach to inspecting EOLC, including ratings in key areas. It discusses themes found in EOLC inspections and a thematic review examining inequalities in EOLC. Next steps are outlined to further drive improvements in EOLC.
Transforming End of Life Care in Acute Hospitals PM Workshop 2: NHS Trust Dev...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals PM Workshop 2: NHS Trust Development Authority presented by Jacqueline McKenna, NHS Trust Development Authority
Transforming End of Life Care in Acute Hospitals AM Workshop 4: Advance Care ...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals AM Workshop 4: Advance Care Planning, sharing perspectives presented by Dr David Howlett, Dilan Joshi, Sarah French, Sherree Fagge, Brighton and Sussex University Hospitals NHS Trust and Dr Karen Groves, Queens Court Hospice
Transforming End of Life Care in Acute Hospitals AM Workshop 6: Helping you t...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals AM Workshop 6: Helping you to ‘Transform’ your local services, open to wannabee, new or established organisations participating in the Transform programme. Find out about the Transformathon… you will hear it here first! by Maggie Morgan-Cooke, Jennifer Clemo, NHS England and Anita Hayes, The National Council for Palliative Care
Transforming End of Life Care in Acute Hospitals PM Workshop 5: How to use th...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals PM Workshop 5: How to use the revised and updated ‘Transform How to Guide’ presented by Maggie Morgan Cooke, Wendy Gray, NHS England
Transforming End of Life Care in Acute Hospitals AM Workshop 5: Summary Care ...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals AM Workshop 5: Summary Care Record and highlights from updated Toolkit for Commissioning Person Centred End of Life Care presented by Dr Robert Jeeves, Health and Social Care Information Centre and Dianne Murray, NHS England
Transforming End of Life Care in Acute Hospitals AM Workshop 2: AMBER Care Bu...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals AM Workshop 2: AMBER Care Bundle by Dr Irene Carey, Susanna Shouls, Guy’s and St Thomas’ NHS Foundation Trust
Transforming End of Life Care in Acute Hospitals - plenary 2 - Heidi Smoult, ...NHS Improving Quality
The CQC regulates health and social care services in England. This document discusses the CQC's role in regulating and improving end of life care (EOLC). It provides an overview of the CQC's new approach to inspecting EOLC, including ratings in key areas. It discusses themes found in EOLC inspections and a thematic review examining inequalities in EOLC. Next steps are outlined to further drive improvements in EOLC.
Transforming End of Life Care in Acute Hospitals PM Workshop 2: NHS Trust Dev...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals PM Workshop 2: NHS Trust Development Authority presented by Jacqueline McKenna, NHS Trust Development Authority
Transforming End of Life Care in Acute Hospitals AM Workshop 4: Advance Care ...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals AM Workshop 4: Advance Care Planning, sharing perspectives presented by Dr David Howlett, Dilan Joshi, Sarah French, Sherree Fagge, Brighton and Sussex University Hospitals NHS Trust and Dr Karen Groves, Queens Court Hospice
Transforming End of Life Care in Acute Hospitals AM Workshop 6: Helping you t...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals AM Workshop 6: Helping you to ‘Transform’ your local services, open to wannabee, new or established organisations participating in the Transform programme. Find out about the Transformathon… you will hear it here first! by Maggie Morgan-Cooke, Jennifer Clemo, NHS England and Anita Hayes, The National Council for Palliative Care
Transforming End of Life Care in Acute Hospitals PM Workshop 3: Vital Signs ‘...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals PM Workshop 3: Vital Signs ‘Making Measurement Better’ How well things are going and how to make it better’ presented by Sean Manning, NHS England
The document summarizes a palliative and end of life care service called Coordinated, Safe and Integrated (CoSI) care. CoSI aims to [1] reduce hospital admissions and support patient choice for place of care and death, [2] provide enhanced coordination of care across partner organizations for patients with 6-8 weeks to live, and [3] lower costs compared to usual care. Since launching in 2014, CoSI has supported over 500 patients, with 76% receiving care within 48 hours and 100% of patients who died achieving their preferred place of death at home. Evaluation found acute care costs were £1,700 on average for CoSI patients versus £3,812 for others in their last 3 months
Northumberland is implementing a Primary and Acute Care System (PACS) Vanguard project with £30 million in funding over 3 years. Phase 1 established 7-day consultant specialty care at hospitals and primary care hubs, reducing admissions and lengths of stay. Future phases will expand 7-day primary care access through hubs and develop locality teams for complex patients. The goal is to move more care out of hospitals into the community and establish an Accountable Care Organization by April 2017 through integrated records and new workforce roles.
Co-production, person centredness and leading across organisational boundariesNHS England
This document discusses co-production and person-centered care across organizational boundaries in healthcare. It emphasizes that integrated care involving expertise from various sectors designed based on local needs is more likely to succeed. Successful transformation requires investment in staff, leadership, and co-production with stakeholders. Several case studies showcase co-production approaches used by different NHS trusts to develop innovative services.
NHS 5YFV Vanguards-Dr Chris Jones presentationmckenln
This document outlines the West Wakefield Health & Wellbeing initiative, which aims to improve health outcomes through an integrated model of care. Key elements of the model include:
- Establishing an information hub and integrated teams to coordinate proactive care.
- Expanding access through digital tools, extended primary care hours, and initiatives like a schools app challenge.
- Implementing programs to address local health issues like obesity and oral health.
- Facing challenges in workforce, technology, and governance while accelerating the pace of change.
The document discusses the implementation of a Virtual Fracture Clinic (VFC) model at Brighton and Sussex University Hospitals NHS Trust (BSUH) as an alternative to the traditional new patient fracture clinic model. Some key issues with the traditional model included 45% of patients needing time off work for appointments and only 44% being discharged at their first appointment. The VFC aims to 1) bring treatment to patients' homes to improve experience, 2) ensure management decisions are made by orthopaedic consultants, 3) provide standardized evidence-based treatment, and 4) reduce outpatient appointments. The VFC evaluation found improvements in several areas compared to the traditional model.
Improving Patient Care-Julia Clarke and Hannah Roy presentationmckenln
This document discusses the volunteer program at SaTH (Shrewsbury and Telford Hospital NHS Trust) and strategies for growing and supporting volunteers. It outlines that SaTH has grown its public volunteer program from 34 to over 500 volunteers through various schemes, including young volunteers aged 16-18, staff volunteers, and "Making a Difference Days" for local businesses and schools. The benefits of volunteering are described for both individuals and the Trust, and best practices are shared for recruiting, training, and retaining volunteers to add value while meeting service needs in a flexible way.
Robin Vickers is the CEO of Digital Life Sciences, a technology partner to Modality Partnership. Modality Partnership is a group of primary care practices in Birmingham that has transformed healthcare delivery through technology. It started in 2009 with one practice and 70,000 patients, and has since expanded its footprint and implemented digital services. These services include an online platform that allows patients to access care via phone, video, or website. The digital services have improved access for patients, increased clinical capacity by 10%, and reduced no-show rates by 72%. Modality aims to continue expanding its model of technology-enabled, scalable primary care.
This document discusses personal health budgets in the UK NHS. It provides background on personal health budgets, which allow patients more choice and control over how their health needs are met. The document outlines several pilots of personal health budgets, including one focused on delivering them in end-of-life care. It shares early experiences from different pilot sites, finding that personal health budgets improved outcomes and choices for patients while often costing less than traditional care packages. The document provides resources for learning more about personal health budgets and their implementation in the NHS.
Standardising best practice and supporting clinical decision making for nursesNHS England
The document summarizes RCNi Decision Support, a clinical decision making tool created by RCNi exclusively for nurses in the UK. It provides nurses with fast access to up-to-date evidence-based guidance to support decision making when assessing and treating patients. The tool includes over 100 peer-reviewed topics across various specialties. It guides nurses through the decision making process by asking questions based on patient assessments and providing guidance on next steps. The goal is to enhance confident, competent clinical decision making within evidence-based frameworks.
This document discusses approaches for achieving transformational change through collaboration. It describes how the Sustainable Improvement Team at NHS England has supported over half of UK clinical commissioning groups and general practices to implement changes. The document emphasizes investing in leadership skills for large-scale change using evidence-based tools and theories of change. It provides an example of how a UK medical practice achieved transformational change by extending their practice team, managing demand through care navigation and social prescribing, and supporting self-help efforts.
Transforming End of Life Care in Acute Hospitals PM Workshop 6: Working toget...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals PM Workshop 6: Working together - Building on the best by Professor Bee Wee, NHS England, Adrienne Betteley, Macmillan Cancer Support, Anita Hayes, The National Council for Palliative Care
Jeremy Hunt advocates for "intelligent transparency" in the healthcare system, which involves an open conversation with the public about improving health. Intelligent transparency unleashes self-directed improvement and allows for true devolution of power through transparency of outcomes. It fosters a learning culture where doctors, nurses and managers are empowered to constantly improve care for patients. The goal of intelligent transparency is to engage the public in their health, support informed choice for patients, improve safety and quality of care, and create a more patient-centered system. Several government initiatives aim to achieve intelligent transparency through making quality and performance data publicly available and accessible online via sites like "My NHS."
Presentation slides Frailty: building understanding, empathy and the skills t...NHS Improving Quality
Frailty: building understanding, empathy and the skills to support self-care
Guest speaker:Dr Dawn Moody, Director - Fusion48
An opportunity to learn about some innovative approaches to making the health and care workforce 'Fit for Frailty'* (*British Geriatrics Society 2015).
Learning outcomes:
To explore the Frailty Fulcrum as a tool for holistic assessment and management of frailty
To hear how Virtual Reality is being used to build empathy for older people living with frailty
To learn about the impact of a county-wide, multi-agency, multi-professional training an toolkit for care professionals working with older people
Resources:www.fusion48.net
This document discusses remote care of mental health patients using the Norwegian company Dignio's telehealth solutions. It provides the following key points:
1) Dignio is a Norwegian telehealth solutions provider that has developed a cloud-based remote patient monitoring system that has been independently validated by the Norwegian government.
2) Dignio's remote care methodology allows patients to learn about their conditions and become more proactive in their healthcare, leading to increased quality of life and empowerment.
3) Studies in Norway found that using Dignio's remote care solutions led to 32% fewer hospital admissions, 42% less outpatient consultations, 39% fewer hospital bed days, and 59% less home nursing
Michelle Pilling, Lay Member Patient and Public Involvement and Deputy Chair with Dave Rogers, Head of Communications & Engagement at East Lancashire CCG
Communicating Palliative Care of Needs of Patients to Out Of Hours Services Irish Hospice Foundation
The document discusses communicating palliative care needs of patients to out-of-hours services. It describes the work of the Irish Hospice Foundation including their Primary Palliative Care Programme. It emphasizes the need for improved communication between primary care teams and out-of-hours services for patients with palliative care needs. The document proposes a GP to Out-of-Hours palliative care handover form to facilitate information transfer and continuity of care for patients outside regular hours. It outlines the development and piloting of this form.
Academic Health Science Networks supporting strategic commissioningInnovation Agency
Dr Liz Mear, Chief Executive of the Innovation Agency, presented at NHS Confed 17 on Academic Health Science Networks (AHSNs) supporting strategic commissioning and bringing innovators, commissioners, clinicians and patients to together to develop closer collaboration and a demonstrably clearer understanding of NHS needs and opportunities.
The document describes the partnership between the NHS and the Virginia Mason Institute to improve patient care through lean process improvements. It discusses deploying lean techniques over 5 years to build capacity and sustainability within the trusts. This includes training staff in each trust to become certified lean leaders to train others. It outlines how the Leeds Teaching Hospitals trust has created a sustainable, self-perpetuating system of continuous improvement through this process. The trust leader also shares lessons learned from applying lean including increased awareness of waste and opportunities for improvement identified by engaging frontline staff and leaders.
Respiratory Futures webinar: Creative commissioning, the future is local (wit...Respiratory Futures
Many people in England have yet to grasp that there has been a major shift in how and where decisions about their healthcare are made. NHS reforms have resulted in a wholesale transfer of responsibility for commissioning decisions from the Department of Health (DH) to individual Clinical Commissioning Groups (CCGs) via NHS England.
Accountability for the majority of commissioning decisions that relate to respiratory disease now sits with CCGs and is not directed by either DH or NHS England.
The NHS in England is therefore a federation of over two hundred local commissioners who have effective autonomy over their commissioning priorities. In some areas, such as dementia or cancer, there are clear directives from NHS England, and a supporting structure in the form of strategic networks, to deliver standard service improvement.
For disease areas where these do not exist, CCGs have much greater choice in the nature and scale of service that they should provide. This has already led to variations in provision according to local need or simply by interest.
It is fast becoming clear that, unless there is a major political shift in emphasis, respiratory disease will not be prioritised specifically by NHS England, and CCGs will need to be influenced more explicitly by local need.
To a limited extent this is already happening where local stakeholder groups are interacting with CCGs in the form of an informal network and some individuals or groups of CCGs have already identified COPD as a priority in their five-year strategic plans. This is good news and likely to be successful, particularly if their proposed intentions fit in with the models suggested in the recently published Five Year Forward View which favours vertical integration and specialist interaction with primary care – see http://www.england.nhs.uk/ourwork/futurenhs/ for more details.
Whilst there is likely to be sufficient intrinsic justification for CCGs to develop sustained interest in respiratory conditions, this won’t happen automatically. There is still much to be done by us, as specialist healthcare professionals, to communicate consistently the importance of developing clinically led, patient-centred quality respiratory care to the 200 or so CCGs in England.
Health and Wellbeing Boards and local networks are an obvious conduit for influence. And around the country there are examples of patient organisations and stakeholder groups already having a positive influence on local commissioning policy, such as in Leeds and the South East Coast region.
Read more and continue the debate at http://www.respiratoryfutures.org.uk.
Elizabeth Stephenson and Carol Ewing: child health policy updateNuffield Trust
Elizabeth Stephenson, Children and Young People Policy Lead at NHS England, and Dr Carol Ewing, Vice President of the Royal College of Paediatrics and Child Health, give an overview of the national policy making landscape for child health.
Transforming End of Life Care in Acute Hospitals PM Workshop 3: Vital Signs ‘...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals PM Workshop 3: Vital Signs ‘Making Measurement Better’ How well things are going and how to make it better’ presented by Sean Manning, NHS England
The document summarizes a palliative and end of life care service called Coordinated, Safe and Integrated (CoSI) care. CoSI aims to [1] reduce hospital admissions and support patient choice for place of care and death, [2] provide enhanced coordination of care across partner organizations for patients with 6-8 weeks to live, and [3] lower costs compared to usual care. Since launching in 2014, CoSI has supported over 500 patients, with 76% receiving care within 48 hours and 100% of patients who died achieving their preferred place of death at home. Evaluation found acute care costs were £1,700 on average for CoSI patients versus £3,812 for others in their last 3 months
Northumberland is implementing a Primary and Acute Care System (PACS) Vanguard project with £30 million in funding over 3 years. Phase 1 established 7-day consultant specialty care at hospitals and primary care hubs, reducing admissions and lengths of stay. Future phases will expand 7-day primary care access through hubs and develop locality teams for complex patients. The goal is to move more care out of hospitals into the community and establish an Accountable Care Organization by April 2017 through integrated records and new workforce roles.
Co-production, person centredness and leading across organisational boundariesNHS England
This document discusses co-production and person-centered care across organizational boundaries in healthcare. It emphasizes that integrated care involving expertise from various sectors designed based on local needs is more likely to succeed. Successful transformation requires investment in staff, leadership, and co-production with stakeholders. Several case studies showcase co-production approaches used by different NHS trusts to develop innovative services.
NHS 5YFV Vanguards-Dr Chris Jones presentationmckenln
This document outlines the West Wakefield Health & Wellbeing initiative, which aims to improve health outcomes through an integrated model of care. Key elements of the model include:
- Establishing an information hub and integrated teams to coordinate proactive care.
- Expanding access through digital tools, extended primary care hours, and initiatives like a schools app challenge.
- Implementing programs to address local health issues like obesity and oral health.
- Facing challenges in workforce, technology, and governance while accelerating the pace of change.
The document discusses the implementation of a Virtual Fracture Clinic (VFC) model at Brighton and Sussex University Hospitals NHS Trust (BSUH) as an alternative to the traditional new patient fracture clinic model. Some key issues with the traditional model included 45% of patients needing time off work for appointments and only 44% being discharged at their first appointment. The VFC aims to 1) bring treatment to patients' homes to improve experience, 2) ensure management decisions are made by orthopaedic consultants, 3) provide standardized evidence-based treatment, and 4) reduce outpatient appointments. The VFC evaluation found improvements in several areas compared to the traditional model.
Improving Patient Care-Julia Clarke and Hannah Roy presentationmckenln
This document discusses the volunteer program at SaTH (Shrewsbury and Telford Hospital NHS Trust) and strategies for growing and supporting volunteers. It outlines that SaTH has grown its public volunteer program from 34 to over 500 volunteers through various schemes, including young volunteers aged 16-18, staff volunteers, and "Making a Difference Days" for local businesses and schools. The benefits of volunteering are described for both individuals and the Trust, and best practices are shared for recruiting, training, and retaining volunteers to add value while meeting service needs in a flexible way.
Robin Vickers is the CEO of Digital Life Sciences, a technology partner to Modality Partnership. Modality Partnership is a group of primary care practices in Birmingham that has transformed healthcare delivery through technology. It started in 2009 with one practice and 70,000 patients, and has since expanded its footprint and implemented digital services. These services include an online platform that allows patients to access care via phone, video, or website. The digital services have improved access for patients, increased clinical capacity by 10%, and reduced no-show rates by 72%. Modality aims to continue expanding its model of technology-enabled, scalable primary care.
This document discusses personal health budgets in the UK NHS. It provides background on personal health budgets, which allow patients more choice and control over how their health needs are met. The document outlines several pilots of personal health budgets, including one focused on delivering them in end-of-life care. It shares early experiences from different pilot sites, finding that personal health budgets improved outcomes and choices for patients while often costing less than traditional care packages. The document provides resources for learning more about personal health budgets and their implementation in the NHS.
Standardising best practice and supporting clinical decision making for nursesNHS England
The document summarizes RCNi Decision Support, a clinical decision making tool created by RCNi exclusively for nurses in the UK. It provides nurses with fast access to up-to-date evidence-based guidance to support decision making when assessing and treating patients. The tool includes over 100 peer-reviewed topics across various specialties. It guides nurses through the decision making process by asking questions based on patient assessments and providing guidance on next steps. The goal is to enhance confident, competent clinical decision making within evidence-based frameworks.
This document discusses approaches for achieving transformational change through collaboration. It describes how the Sustainable Improvement Team at NHS England has supported over half of UK clinical commissioning groups and general practices to implement changes. The document emphasizes investing in leadership skills for large-scale change using evidence-based tools and theories of change. It provides an example of how a UK medical practice achieved transformational change by extending their practice team, managing demand through care navigation and social prescribing, and supporting self-help efforts.
Transforming End of Life Care in Acute Hospitals PM Workshop 6: Working toget...NHS Improving Quality
Transforming End of Life Care in Acute Hospitals PM Workshop 6: Working together - Building on the best by Professor Bee Wee, NHS England, Adrienne Betteley, Macmillan Cancer Support, Anita Hayes, The National Council for Palliative Care
Jeremy Hunt advocates for "intelligent transparency" in the healthcare system, which involves an open conversation with the public about improving health. Intelligent transparency unleashes self-directed improvement and allows for true devolution of power through transparency of outcomes. It fosters a learning culture where doctors, nurses and managers are empowered to constantly improve care for patients. The goal of intelligent transparency is to engage the public in their health, support informed choice for patients, improve safety and quality of care, and create a more patient-centered system. Several government initiatives aim to achieve intelligent transparency through making quality and performance data publicly available and accessible online via sites like "My NHS."
Presentation slides Frailty: building understanding, empathy and the skills t...NHS Improving Quality
Frailty: building understanding, empathy and the skills to support self-care
Guest speaker:Dr Dawn Moody, Director - Fusion48
An opportunity to learn about some innovative approaches to making the health and care workforce 'Fit for Frailty'* (*British Geriatrics Society 2015).
Learning outcomes:
To explore the Frailty Fulcrum as a tool for holistic assessment and management of frailty
To hear how Virtual Reality is being used to build empathy for older people living with frailty
To learn about the impact of a county-wide, multi-agency, multi-professional training an toolkit for care professionals working with older people
Resources:www.fusion48.net
This document discusses remote care of mental health patients using the Norwegian company Dignio's telehealth solutions. It provides the following key points:
1) Dignio is a Norwegian telehealth solutions provider that has developed a cloud-based remote patient monitoring system that has been independently validated by the Norwegian government.
2) Dignio's remote care methodology allows patients to learn about their conditions and become more proactive in their healthcare, leading to increased quality of life and empowerment.
3) Studies in Norway found that using Dignio's remote care solutions led to 32% fewer hospital admissions, 42% less outpatient consultations, 39% fewer hospital bed days, and 59% less home nursing
Michelle Pilling, Lay Member Patient and Public Involvement and Deputy Chair with Dave Rogers, Head of Communications & Engagement at East Lancashire CCG
Communicating Palliative Care of Needs of Patients to Out Of Hours Services Irish Hospice Foundation
The document discusses communicating palliative care needs of patients to out-of-hours services. It describes the work of the Irish Hospice Foundation including their Primary Palliative Care Programme. It emphasizes the need for improved communication between primary care teams and out-of-hours services for patients with palliative care needs. The document proposes a GP to Out-of-Hours palliative care handover form to facilitate information transfer and continuity of care for patients outside regular hours. It outlines the development and piloting of this form.
Academic Health Science Networks supporting strategic commissioningInnovation Agency
Dr Liz Mear, Chief Executive of the Innovation Agency, presented at NHS Confed 17 on Academic Health Science Networks (AHSNs) supporting strategic commissioning and bringing innovators, commissioners, clinicians and patients to together to develop closer collaboration and a demonstrably clearer understanding of NHS needs and opportunities.
The document describes the partnership between the NHS and the Virginia Mason Institute to improve patient care through lean process improvements. It discusses deploying lean techniques over 5 years to build capacity and sustainability within the trusts. This includes training staff in each trust to become certified lean leaders to train others. It outlines how the Leeds Teaching Hospitals trust has created a sustainable, self-perpetuating system of continuous improvement through this process. The trust leader also shares lessons learned from applying lean including increased awareness of waste and opportunities for improvement identified by engaging frontline staff and leaders.
Respiratory Futures webinar: Creative commissioning, the future is local (wit...Respiratory Futures
Many people in England have yet to grasp that there has been a major shift in how and where decisions about their healthcare are made. NHS reforms have resulted in a wholesale transfer of responsibility for commissioning decisions from the Department of Health (DH) to individual Clinical Commissioning Groups (CCGs) via NHS England.
Accountability for the majority of commissioning decisions that relate to respiratory disease now sits with CCGs and is not directed by either DH or NHS England.
The NHS in England is therefore a federation of over two hundred local commissioners who have effective autonomy over their commissioning priorities. In some areas, such as dementia or cancer, there are clear directives from NHS England, and a supporting structure in the form of strategic networks, to deliver standard service improvement.
For disease areas where these do not exist, CCGs have much greater choice in the nature and scale of service that they should provide. This has already led to variations in provision according to local need or simply by interest.
It is fast becoming clear that, unless there is a major political shift in emphasis, respiratory disease will not be prioritised specifically by NHS England, and CCGs will need to be influenced more explicitly by local need.
To a limited extent this is already happening where local stakeholder groups are interacting with CCGs in the form of an informal network and some individuals or groups of CCGs have already identified COPD as a priority in their five-year strategic plans. This is good news and likely to be successful, particularly if their proposed intentions fit in with the models suggested in the recently published Five Year Forward View which favours vertical integration and specialist interaction with primary care – see http://www.england.nhs.uk/ourwork/futurenhs/ for more details.
Whilst there is likely to be sufficient intrinsic justification for CCGs to develop sustained interest in respiratory conditions, this won’t happen automatically. There is still much to be done by us, as specialist healthcare professionals, to communicate consistently the importance of developing clinically led, patient-centred quality respiratory care to the 200 or so CCGs in England.
Health and Wellbeing Boards and local networks are an obvious conduit for influence. And around the country there are examples of patient organisations and stakeholder groups already having a positive influence on local commissioning policy, such as in Leeds and the South East Coast region.
Read more and continue the debate at http://www.respiratoryfutures.org.uk.
Elizabeth Stephenson and Carol Ewing: child health policy updateNuffield Trust
Elizabeth Stephenson, Children and Young People Policy Lead at NHS England, and Dr Carol Ewing, Vice President of the Royal College of Paediatrics and Child Health, give an overview of the national policy making landscape for child health.
LTC year of care commissioning early implementer sites workshop held on 1 December 2014. Featuring Dr Martin McShane, Rob Meaker and Renata Drinkwater.
The NHS 5 Year Plan -Neil Goulbourne presentationmckenln
The document discusses the implementation of the NHS Five Year Forward View. It outlines three key gaps - in prevention, care models, and funding - that must be addressed. It then describes five new care models being tested, including integrated primary/acute care systems and multispecialty community providers. Local health systems are invited to develop new models that can be replicated nationally to transform care delivery and close the gaps.
NHS England and partners have published six Quick Guides to bring clarity on how best to work with the care sector. They can be accessed at www.nhs.uk/quickguides
Want to find out how the care sector can support local systems in the run up to winter? Want to break down barriers between health and care organisations? Want to find out how Leicester has achieved a 60% reduction in care home admission costs? Want to finally break down the myths around sharing patient information and assessments? Want to use other people's ideas and resources?
Webinar outcomes:
Introduction to the care homes quick guides
Two examples of models referenced in the guides:
- Angela Dempsey, Baker Tilly on the Quest4care tool
- Dawn Moody on MDT working and a model implemented in a CCG
Guest Speakers: Nicola Spencer and Emily Carter - NHS England
Jacquie White, Deputy Director of NHS England Long Term Conditions, Older People & End of Life Care and Dr Eileen Pepler, Academic, Researcher and Consultant in the Canadian Healthcare will discuss how NHS England work in chronic disease is being translated into a Canadian context.
Enabling self-management: more than smart phones and digital widgetsNHS Improving Quality
Guest speakers: Ian Briggs, Associate Director Business Development and Jeannie Hardy - County Durham and Darlington NHS Foundation Trust
Hosted by: Beverly Matthews, Long Term Conditions Programme Lead, NHS England
Learning Outcomes:
• Introduction to self-management - driven by lifestyle choice and access - underpinned by digital capability / enablers
• Health call Case studies - INR and/or nutrition
• Importance of lifestyle training and clinical empowerment of patient
This document provides an agenda and materials for a workshop on personalization for long term conditions. The agenda includes sessions on local priorities, national overviews, interactive exercises, simulation modeling, and developing declarations. Key topics covered include person-centered care, long term conditions, coordinated rather than integrated care, strategies for embedding personal care planning, and new models of care. Simulation modeling is demonstrated as a way to test new integrated care service models and discharge planning. The workshop aims to support moving care delivery toward a more whole-person approach.
A strategy for cancer in england over the next five years, pop up uni, 11am, ...NHS England
This document summarizes a pop-up university session on England's strategy for cancer over the next five years. The session included a quiz on cancer statistics in England, presentations from leaders at NHS England and Macmillan Cancer Support on implementing the strategy, and a Q&A. The strategy was informed by recommendations from an independent cancer taskforce to improve prevention, earlier diagnosis, patient experience, support for those living with cancer, necessary investments, and commissioning processes. Local cancer alliances will play a key role in addressing variations and integrating care pathways. New models may pilot fully devolved cancer commissioning and lead provider models. Metrics on a cancer dashboard will track progress.
Southwark and Lambeth-based projects Knee High Design Challenge, Diabetes Modernisation Initiative and Pathway explore what it takes to maintain change in the local healthcare system: understanding the issue & adapting to ever-changing context; gathering & maximising evidence; and building & maintaining meaningful relationships.
Find out more at www.gsttcharity.org.uk
3.1 Patient and public engagement - Dr Jim O'DonnellNHS England
Patient and public engagement. Engaging with patients and the public to shape and improve services. Featuring work Slough. Dr Jim O'Donnell. Chair, Slough CCG.
Keynote - Future of primary care networksNHS England
The document summarizes the key themes and learnings from the National ICS Primary Care Development Programme in the UK. The three main points are:
1) Primary care networks are being established to improve coordination of care across practices and community services for populations of 30,000-50,000 people. This allows for integrated working at the right scale.
2) Five themes are emerging around empowering primary care through equal partnerships, understanding population needs to target care, managing resources and reducing variation, integrated working across services, and networks working at the right scale.
3) Early results show the new models are starting to have an impact, with a 15% reduction in referrals and emergency admissions in one integrated care
Improving acute care for children and young people, pop up uni, 10am, 3 septe...NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
NHS Clinical Reference Board and NHS Clinical Evaluation TeamGS1 UK
The document discusses efforts to standardize clinical products and drive savings in the NHS. It notes that the NHS overspend has increased to £2 billion and spends £4.5 billion annually on clinical products. The NHS Clinical Reference Board and Evaluation Team are working to identify areas for standardization and savings across categories like dressings, wound care products, and continence products which could save £58 million and fund over 700 nurses. Case studies show efforts in areas like urinary catheters that reduced infections and saved £111,000 annually. The teams have reviewed specifications for common product categories to develop national standards.
Death and dying - understanding the dataMarie Curie
Phil McCarvill, Marie Curie's Head of Policy and Public Affairs, presented at 'Improving outcomes at the end of life' on 9 July, 2013 in London.
He presented on the data from Marie Curie's report 'Death and Dying' which looks at variations on the provision, spending and identification of end of life services across the country.
It draws together and analyses data from the Marie Curie End of Life Care Atlas and other sources including the Nuffield Trust study and the VOICES survey of bereaved relatives.
For more information on commissioning, have a look at our website mariecurie.org.uk/commissioning or get in touch at servicedevelopment@mariecurie.org.uk
The document discusses factors that contribute to successful change agents or "boat rockers". It identifies four key things: 1) having a strong sense of self-efficacy or belief in one's ability to create change; 2) being able to join forces with others to take action; 3) being able to achieve small wins which build momentum; and 4) viewing obstacles as challenges to overcome rather than barriers. Building self-efficacy involves tactics like starting with small, achievable changes and reframing failures as learning opportunities. Social support and learning from exemplars are also discussed.
Stopping over-medication of People with Learning Disabilities
(STOMPLD) 2016.
Reducing Inappropriate Psychotropic Drugs in People with a Learning Disability in General Practice and Hospitals in 2016.
The document discusses how change is happening more rapidly, with projects now lasting 30-60 days rather than years. It also discusses how power is shifting away from hierarchies and centralized control to networks and relationships. Leaders are needed who can operate from the "edge" and empower others through open relationships rather than closed transactions. Rebels are needed who can disrupt and challenge the status quo in a responsible way to drive innovation and new ways of thinking.
The greatest pleasure in life is doing what people say you cannot do. Anonymo...NHS Improving Quality
The document discusses issues with diagnosing and managing patients with respiratory conditions like COPD, asthma, and heart failure in primary care settings, noting evidence of high rates of misdiagnosis, underdiagnosis of comorbidities, and fragmented services. It proposes a new enhanced care/case management service called the "Breathlessness Service" to provide more coordinated care to improve outcomes for these patients experiencing breathlessness. Case studies are presented showing how the new service achieved better diagnoses and management of patients' conditions.
Self-management in the community and on the Internet - Presentation 22nd Marc...NHS Improving Quality
LTC Lunch & Learn webinar:- 22nd March 2016
Presenter:- Pete Moore, Educator, Author & Pain Toolkit Trainer
As pain is the most daily health problem reported to a GP-
Developing a national pain strategy- reviews from around the world
Electronic Palliative Care Coordination Systems (EPaCCS): Improving Patient C...NHS Improving Quality
Speaker slides from the national conference, 'Electronic Palliative Care Coordination Systems (EPaCCS): Improving Patient Care at End of Life', 17 March 2016
Fire service as an asset: providing telecare support in the community Webinar...NHS Improving Quality
Guest speaker: Steve Vincent - West Midlands Fire Service & Simon Brake from Coventry Council
Hosted by: Bev Matthews, Long Term Conditions Programme Lead, NHS England
Learning Outcomes:-
To better understand the role that the Fire and Rescue service can provide as a community asset to support health needs Enhancing the quality of life for people by supporting them to stay in their own home, even in a crisis
An overview of the work carried out by NHS England and NHS Improving Quality's Long Term Conditions Sustainable Improvement Team. It puts the case for why person-centred care has to be at the heart of healthcare.
Commissioning Integrated models of care
Kent LTC Year of Care Commissioning Early Implementer Site
Alison Davis, Integration Programme Health and Social Care, Working on behalf of Kent County Council and South Kent Coast and Thanet CCG's
Integrated data to support service redesign decision making 19 01 2016 finalNHS Improving Quality
Integrated data to support service redesign decision making
Leeds LTC Year of Care Commissioning Early Implementer Site
Tricia Cable, Year of Care Lead
Alison Phiri, Business Intelligence Manager
Mohini Chauhan, Year of Care Commissioning Manager
Slides from a lunch and learn webinar hosted by NHS England's Long Term Conditions Team, on the topic of health coaching by lay professionals.
The speakers and Anya de Longh and Jim Phillips.
Under Pressure : Kenneth Kruk's StrategyKenneth Kruk
Kenneth Kruk's story of transforming challenges into opportunities by leading successful medical record transitions and bridging scientific knowledge gaps during COVID-19.
Stem Cell Solutions: Dr. David Greene's Path to Non-Surgical Cardiac CareDr. David Greene Arizona
Explore the groundbreaking work of Dr. David Greene, a pioneer in regenerative medicine, who is revolutionizing the field of cardiology through stem cell therapy in Arizona. This ppt delves into how Dr. Greene's innovative approach is providing non-surgical, effective treatments for heart disease, using the body's own cells to repair heart damage and improve patient outcomes. Learn about the science behind stem cell therapy, its benefits over traditional cardiac surgeries, and the promising future it holds for modern medicine. Join us as we uncover how Dr. Greene's commitment to stem cell research and therapy is setting new standards in healthcare and offering new hope to cardiac patients.
Feeding plate for a newborn with Cleft Palate.pptxSatvikaPrasad
A feeding plate is a prosthetic device used for newborns with a cleft palate to assist in feeding and improve nutrition intake. From a prosthodontic perspective, this plate acts as a barrier between the oral and nasal cavities, facilitating effective sucking and swallowing by providing a more normal anatomical structure. It helps to prevent milk from entering the nasal passage, thereby reducing the risk of aspiration and enhancing the infant's ability to feed efficiently. The feeding plate also aids in the development of the oral muscles and can contribute to better growth and weight gain. Its custom fabrication and proper fitting by a prosthodontist are crucial for ensuring comfort and functionality, as well as for minimizing potential complications. Early intervention with a feeding plate can significantly improve the quality of life for both the infant and the parents.
Michigan HealthTech Market Map 2024. Includes 7 categories: Policy Makers, Academic Innovation Centers, Digital Health Providers, Healthcare Providers, Payers / Insurance, Device Companies, Life Science Companies, Innovation Accelerators. Developed by the Michigan-Israel Business Accelerator
Healthy Eating Habits:
Understanding Nutrition Labels: Teaches how to read and interpret food labels, focusing on serving sizes, calorie intake, and nutrients to limit or include.
Tips for Healthy Eating: Offers practical advice such as incorporating a variety of foods, practicing moderation, staying hydrated, and eating mindfully.
Benefits of Regular Exercise:
Physical Benefits: Discusses how exercise aids in weight management, muscle and bone health, cardiovascular health, and flexibility.
Mental Benefits: Explains the psychological advantages, including stress reduction, improved mood, and better sleep.
Tips for Staying Active:
Encourages consistency, variety in exercises, setting realistic goals, and finding enjoyable activities to maintain motivation.
Maintaining a Balanced Lifestyle:
Integrating Nutrition and Exercise: Suggests meal planning and incorporating physical activity into daily routines.
Monitoring Progress: Recommends tracking food intake and exercise, regular health check-ups, and provides tips for achieving balance, such as getting sufficient sleep, managing stress, and staying socially active.
Chandrima Spa Ajman is one of the leading Massage Center in Ajman, which is open 24 hours exclusively for men. Being one of the most affordable Spa in Ajman, we offer Body to Body massage, Kerala Massage, Malayali Massage, Indian Massage, Pakistani Massage Russian massage, Thai massage, Swedish massage, Hot Stone Massage, Deep Tissue Massage, and many more. Indulge in the ultimate massage experience and book your appointment today. We are confident that you will leave our Massage spa feeling refreshed, rejuvenated, and ready to take on the world.
Visit : https://massagespaajman.com/
Call : 052 987 1315
Rate Controlled Drug Delivery Systems, Activation Modulated Drug Delivery Systems, Mechanically activated, pH activated, Enzyme activated, Osmotic activated Drug Delivery Systems, Feedback regulated Drug Delivery Systems systems are discussed here.
Can coffee help me lose weight? Yes, 25,422 users in the USA use it for that ...nirahealhty
The South Beach Coffee Java Diet is a variation of the popular South Beach Diet, which was developed by cardiologist Dr. Arthur Agatston. The original South Beach Diet focuses on consuming lean proteins, healthy fats, and low-glycemic index carbohydrates. The South Beach Coffee Java Diet adds the element of coffee, specifically caffeine, to enhance weight loss and improve energy levels.
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...rightmanforbloodline
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
We are one of the top Massage Spa Ajman Our highly skilled, experienced, and certified massage therapists from different corners of the world are committed to serving you with a soothing and relaxing experience. Luxuriate yourself at our spas in Sharjah and Ajman, which are indeed enriched with an ambiance of relaxation and tranquility. We could confidently claim that we are one of the most affordable Spa Ajman and Sharjah as well, where you can book the massage session of your choice for just 99 AED at any time as we are open 24 hours a day, 7 days a week.
Visit : https://massagespaajman.com/
Call : 052 987 1315
Can Allopathy and Homeopathy Be Used Together in India.pdfDharma Homoeopathy
This article explores the potential for combining allopathy and homeopathy in India, examining the benefits, challenges, and the emerging field of integrative medicine.
Unlocking the Secrets to Safe Patient Handling.pdfLift Ability
Furthermore, the time constraints and workload in healthcare settings can make it challenging for caregivers to prioritise safe patient handling Australia practices, leading to shortcuts and increased risks.
Trauma Outpatient Center is a comprehensive facility dedicated to addressing mental health challenges and providing medication-assisted treatment. We offer a diverse range of services aimed at assisting individuals in overcoming addiction, mental health disorders, and related obstacles. Our team consists of seasoned professionals who are both experienced and compassionate, committed to delivering the highest standard of care to our clients. By utilizing evidence-based treatment methods, we strive to help our clients achieve their goals and lead healthier, more fulfilling lives.
Our mission is to provide a safe and supportive environment where our clients can receive the highest quality of care. We are dedicated to assisting our clients in reaching their objectives and improving their overall well-being. We prioritize our clients' needs and individualize treatment plans to ensure they receive tailored care. Our approach is rooted in evidence-based practices proven effective in treating addiction and mental health disorders.
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
3. www.england.nhs.uk
Wider context
New models of care – range of vanguards
NHS England Business Plan priorities
Initiatives for improving:
integration
personalised care and control
Support for improvements:
organisation level
System level
13. www.england.nhs.uk
Metrics
• Place of death
• Extent to which preference met: place of death, place of
care, other preferences
• Experience of care: patient, carer (current), carer (recall),
staff
• Other measures
• Time spent in hospital / out of hospital
• Number of unscheduled admissions
• Investigations in last week of life?
• Others?
14. www.england.nhs.uk
Data and information
• National EoLC Intelligence Network
• National survey of bereaved people: VOICES-SF
• National audit of dying in hospital
• Reversal in trend of increasing proportion of deaths
taking place in hospitals
• Economic Intelligence Unit – UK ranked top
15. www.england.nhs.uk
National Survey of Bereaved People
(VOICES-SF)
• 75% rated overall quality of care as outstanding, excellent
or good
• 10% rated care as poor
• 69% of deaths in hospital rated as outstanding, excellent
or good
• 79% at home; 82% in care homes; 83% in hospices
• 33% perceived hospital services not working well with GP
and other out-of-hospital services
16. www.england.nhs.uk
National Survey of Bereaved People
(VOICES-SF): inequities
• 49% of deaths due to cancer – reported to have
outstanding/excellent care:
• 39% - from cardiovascular disease
• 40% - from other diseases
• Those living in most deprived areas had more reports
of care being fair/poor: 30% vs 21%
18. www.england.nhs.uk
Dual task for hospitals
• Improve care for people in acute hospitals
• Improve integration and handover with community-
based services and other hospitals
21/12/2015