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 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 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 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 - 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 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 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
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 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 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 - 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 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 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
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.
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.
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.
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
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 how community pharmacy can support the Sustainability and Transformation Plans (STPs) and Vanguard programs in the UK. It outlines several services community pharmacies provide that could help address demands on the NHS, including: 1) treating minor ailments to reduce strain on GPs and A&E, 2) providing emergency supplies of medication to avoid unnecessary visits to out-of-hours doctors or A&E, and 3) assisting with discharge from hospitals and admissions avoidance through medicine reviews. The document also discusses how community pharmacy can help in areas like anticoagulation monitoring and management of long-term conditions like COPD. It emphasizes the need for consistent commissioning of pharmacy services across regions to maximize the
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.
Michelle Pilling, Lay Member Patient and Public Involvement and Deputy Chair with Dave Rogers, Head of Communications & Engagement at East Lancashire CCG
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.
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.
This meeting covered the following topics in 3 sentences or less:
The PCN was discussed, including what a PCN is, the practices that make up their PCN, and the workforce available through the PCN. Their website and move to online forms was reviewed. An update on COVID-19 protocols and the upcoming flu vaccine rollout starting September 11th was provided.
The meeting will provide updates on staffing changes at The Docs practice, introduce the new Mental Health Practitioner role, discuss building developments, review the services available through the local Primary Care Network, and address questions from patients. Key points include:
- Welcoming new GP registrars and saying goodbye to a departing doctor.
- The Mental Health Practitioner will take a trauma-informed approach, facilitating self-management, access to treatment, and brief interventions.
- 10,182 patients are now registered at The Docs, with 193 waiting to register.
- COVID protocols like masks and cleaning remain in place.
- Attendees can suggest topics for the next Patient Participation Group meeting.
This document contains the minutes from a meeting at The Docs medical practice. Key points include:
- There were several new staff members introduced including GPs and reception/PCN roles.
- Building developments were discussed including an expansion.
- A Primary Care Network provides various roles to support the practice such as pharmacists, physiotherapists, and social prescribers.
- Patient registrations increased over the last quarter and there was discussion of a capitation increase.
- Complaints have risen significantly in the last few months which corresponds with increased media coverage of primary care.
- The practice discussed providing both flu and COVID vaccinations with clinics held and more planned. Safety protocols remain in place at
Seven Day Services - Practical Solutions – Weekend Ward Round RosteringNHS England
This presentation describes how Torbay & South Devon NHS Foundation Trust have reviewed and implemented new working models for consultant teams to improve weekend cover. The proportion of discharges across whole organisation on a Saturday rose from 9.6-10.4% and on a Sunday from 7.6-8.0%. Teams reported feeling more supported and achievement of clinical standard 2 significantly improved.
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."
The document summarizes the closing event for the Think Kidneys AKI National Programme. It discusses that the next phase will involve articulating a vision for person-centered care that reduces the burden of AKI by leading and inspiring the community. Data from the AKI Registry and MPI will be used to deliver and demonstrate evidence of change. Resources will support spreading improvement efforts through patient safety collaboratives and adherence to the NICE AKI Quality Standard. Additional resources still in development include guides for ambulance staff, community staff, and educators.
Making difficult decisions to ensure the future of quality health care for you.
A Derbyshire Dales District Council Area Community Forum presentation (October 2014) by Northern Derbyshire Clinical Commissioning Group
The route to success in end of life care - achieving quality in acute hospitals
20 June 2010 - National End of Life Care Programme
This guide aims to provide practical support for NHS managers and clinicians responsible for delivering end of life care.
It can help trusts re-shape how their staff work with each other, their patients, their community and their social care partners to improve care quality and meet the Quality, Innovation, Productivity and Prevention (QIPP) agenda.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
This document is a resume for Ryan C. Ocampo seeking a position in the hospitality industry. It summarizes his work experience including his current role as a front desk representative at the Borgata Hotel Casino & Spa in Atlantic City, NJ since 2014. It also outlines his previous supervisory roles in automotive services. The resume emphasizes his strong communication skills and focus on customer experience in fast-paced environments. References are available upon request.
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.
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.
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.
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
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 how community pharmacy can support the Sustainability and Transformation Plans (STPs) and Vanguard programs in the UK. It outlines several services community pharmacies provide that could help address demands on the NHS, including: 1) treating minor ailments to reduce strain on GPs and A&E, 2) providing emergency supplies of medication to avoid unnecessary visits to out-of-hours doctors or A&E, and 3) assisting with discharge from hospitals and admissions avoidance through medicine reviews. The document also discusses how community pharmacy can help in areas like anticoagulation monitoring and management of long-term conditions like COPD. It emphasizes the need for consistent commissioning of pharmacy services across regions to maximize the
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.
Michelle Pilling, Lay Member Patient and Public Involvement and Deputy Chair with Dave Rogers, Head of Communications & Engagement at East Lancashire CCG
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.
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.
This meeting covered the following topics in 3 sentences or less:
The PCN was discussed, including what a PCN is, the practices that make up their PCN, and the workforce available through the PCN. Their website and move to online forms was reviewed. An update on COVID-19 protocols and the upcoming flu vaccine rollout starting September 11th was provided.
The meeting will provide updates on staffing changes at The Docs practice, introduce the new Mental Health Practitioner role, discuss building developments, review the services available through the local Primary Care Network, and address questions from patients. Key points include:
- Welcoming new GP registrars and saying goodbye to a departing doctor.
- The Mental Health Practitioner will take a trauma-informed approach, facilitating self-management, access to treatment, and brief interventions.
- 10,182 patients are now registered at The Docs, with 193 waiting to register.
- COVID protocols like masks and cleaning remain in place.
- Attendees can suggest topics for the next Patient Participation Group meeting.
This document contains the minutes from a meeting at The Docs medical practice. Key points include:
- There were several new staff members introduced including GPs and reception/PCN roles.
- Building developments were discussed including an expansion.
- A Primary Care Network provides various roles to support the practice such as pharmacists, physiotherapists, and social prescribers.
- Patient registrations increased over the last quarter and there was discussion of a capitation increase.
- Complaints have risen significantly in the last few months which corresponds with increased media coverage of primary care.
- The practice discussed providing both flu and COVID vaccinations with clinics held and more planned. Safety protocols remain in place at
Seven Day Services - Practical Solutions – Weekend Ward Round RosteringNHS England
This presentation describes how Torbay & South Devon NHS Foundation Trust have reviewed and implemented new working models for consultant teams to improve weekend cover. The proportion of discharges across whole organisation on a Saturday rose from 9.6-10.4% and on a Sunday from 7.6-8.0%. Teams reported feeling more supported and achievement of clinical standard 2 significantly improved.
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."
The document summarizes the closing event for the Think Kidneys AKI National Programme. It discusses that the next phase will involve articulating a vision for person-centered care that reduces the burden of AKI by leading and inspiring the community. Data from the AKI Registry and MPI will be used to deliver and demonstrate evidence of change. Resources will support spreading improvement efforts through patient safety collaboratives and adherence to the NICE AKI Quality Standard. Additional resources still in development include guides for ambulance staff, community staff, and educators.
Making difficult decisions to ensure the future of quality health care for you.
A Derbyshire Dales District Council Area Community Forum presentation (October 2014) by Northern Derbyshire Clinical Commissioning Group
The route to success in end of life care - achieving quality in acute hospitals
20 June 2010 - National End of Life Care Programme
This guide aims to provide practical support for NHS managers and clinicians responsible for delivering end of life care.
It can help trusts re-shape how their staff work with each other, their patients, their community and their social care partners to improve care quality and meet the Quality, Innovation, Productivity and Prevention (QIPP) agenda.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
This document is a resume for Ryan C. Ocampo seeking a position in the hospitality industry. It summarizes his work experience including his current role as a front desk representative at the Borgata Hotel Casino & Spa in Atlantic City, NJ since 2014. It also outlines his previous supervisory roles in automotive services. The resume emphasizes his strong communication skills and focus on customer experience in fast-paced environments. References are available upon request.
This short document promotes creating presentations using Haiku Deck, a tool for making slideshows. It features a stock photo and encourages the reader to get started making their own Haiku Deck presentation. In just one sentence, it pitches the reader to try making presentations on the SlideShare platform using Haiku Deck.
This document is a personal profile and resume for an individual seeking a career in IT support or networking. It summarizes their relevant work experience, education, skills, and qualifications. The candidate has 7 years of experience in sales and customer service roles. They have an HNC in computer networking and experience in roles providing technical support, networking infrastructure support, and training new employees. Their technical skills include computer hardware and software, networking, Microsoft servers, and Cisco CCNA certification.
The document is a resume submitted by Shriyal D Desai, a 39-year-old Indian man applying for a position. He provides his contact information and educational background, along with details of his 15 years of experience in port operations and vessel agency work in Mumbai for various shipping companies. Desai is currently working as a team leader handling vessel operations and finance for multiple principals at the agency company S5 World.
Las tres oraciones son:
1) El documento describe diferentes libros de contabilidad como los libros auxiliares de cuentas por cobrar, cuentas por pagar, compras y ventas, y banco, así como sus características.
2) Los libros auxiliares contienen información detallada de las transacciones registradas en los libros principales para ampliar la información de manera analítica.
3) Los libros de contabilidad son una necesidad para el manejo de empresas ya que proporcionan información financiera y control sobre los activos, pasivos
This document provides guidance for teachers on preparing students for real-world listening. It outlines the five stages of the listening process: receiving, understanding, remembering, evaluating, and responding. It also identifies common barriers students face such as speakers talking too fast. The document recommends techniques for the pre-listening stage like creating interest with pictures or videos and adapting tasks to students' levels. It emphasizes allowing multiple exposures to recordings and discussions between students rather than direct corrections.
Unidad 8 2016 - Procesos Naturales del Ambiente - Filosofía y Letras - UNCUYOFederico Bizzotto
El documento describe los procesos de escorrentía y hidrografía. La escorrentía incluye la escorrentía superficial, subsuperficial y subterránea. Los factores que afectan la escorrentía son climáticos, fisiográficos y la cobertura. Se explican conceptos como hidrograma, creciente, mediciones hidrométricas y régimen fluvial.
Este documento describe los principales componentes y propiedades de una mezcla de concreto, incluida la densidad, resistencia, relación agua-cemento, textura y fraguado. Explica cómo estos factores afectan la calidad del concreto y describe los tipos comunes de pruebas realizadas en concreto fresco y endurecido.
1) La Tierra tiene 4,560 millones de años y su historia está archivada en las rocas. 2) La geología estudia la Tierra a diferentes escalas espaciales y temporales para reconstruir su pasado. 3) Los geólogos reconstruyen el pasado interpretando las huellas geológicas dejadas por sucesos pasados usando el principio de actualismo.
Este documento resume los principales procesos de nutrición en los vegetales. Explica cómo las plantas absorben agua y nutrientes a través de las raíces, transportan la savia bruta a través del xilema, intercambian gases a través de los estomas, realizan la fotosíntesis captando la luz con las hojas, y transportan los productos de la fotosíntesis a través del floema. También describe otras formas de nutrición como las plantas simbióticas y las plantas parásitas.
El documento describe los conceptos clave de la teoría de la tectónica de placas, incluyendo la isostasia, las primeras ideas movilistas, la deriva continental, las dorsales y fondos oceánicos, las zonas de subducción, las fallas transformantes y el movimiento de las placas litosféricas.
El documento describe la estructura interna de la Tierra y cómo se obtiene información sobre ella. La Tierra está dividida en corteza, manto y núcleo. El manto y el núcleo se subdividen en capas basadas en su composición química y comportamiento mecánico. Los datos sobre el interior se obtienen de forma directa a través de minas y sondeos, e indirectamente mediante el estudio de terremotos, temperatura, campo magnético y meteoritos.
Este documento trata sobre la organización celular de los seres vivos. Explica que todos los seres vivos están formados por células, las cuales son la unidad básica de estructura y función. Describe los diferentes tipos de células, como las procariotas, eucariotas, animales y vegetales, y sus principales organelos y funciones. También aborda temas como la teoría celular, la nutrición celular, la obtención de energía a través de la respiración y fermentación, y la evolución de las cé
Este documento presenta información sobre la dirección, el liderazgo y la motivación en el ámbito organizacional. En menos de 3 oraciones: Habla sobre la dirección como el proceso de influir en los empleados para lograr objetivos, y presenta algunos principios de la dirección como la autoridad y la comunicación. También discute teorías sobre el liderazgo y la motivación como factores importantes para el éxito de una organización.
Sharing and Learning Together to Deliver High Quality End of Life Care for AllNHS Improving Quality
Sharing and Learning Together to Deliver High Quality End of Life Care for All
Presentations from the Sharing and Learning Together to Deliver High Quality End of Life Care for All event held on
Tuesday 24 June 2014, Congress Centre, London, WC1B 3LS
#nhsiqeolcare
Professor Aine Carroll - IPPOSI Patient Reported Outcomes Measures conference...ipposi
This document discusses a project called "Your Voice Matters" which aims to combine patient experience data with health intelligence to improve integrated care. It describes collecting data through a survey of over 500 patients on their experiences of care. The data shows that many patients are not receiving truly person-centered or coordinated care. The project will analyze this data, identify areas for improvement, and use a co-design process involving patients to influence changes to care delivery and specific programs like those for older persons. The goal is for this framework to enable ongoing input from patients to measure and improve their experiences over time.
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
Making Seven Day Services a reality, pop up uni, 2 pm, 3 september 2015NHS England
Following discussions on reducing weekend mortality rates, four clinical standards were identified as having the most impact: timely consultant review, access to diagnostics, access to interventions, and ongoing review. Each NHS trust was asked to complete a self-assessment tool to establish a baseline for meeting these standards by September 2015. The results will be used to track national progress in implementing seven-day services. Key lessons from early adopter sites included the importance of workforce, shared vision, increased partnerships, measurement, leadership, and patient experience.
Human: Thank you for the summary. Summarize the following section of the document:
Step Up Step Down - Key Outcomes
- Monthly report and dashboard to measure:
- Number
The route to success in end of life care - achieving quality in care homes
16 June 2010 - National End of Life Care Programme
This guide follows the six steps of the pathway laid out in the national End of Life Care Strategy.
It includes questions staff and managers should ask about end of life care provided in their care home and the employees' role in that care.
The guide is linked to the End of Life Care Strategy Quality Markers.
Publication by the National End of Life Programme which became part of NHS Improving Quality in May 2013
Nottingham University Hospitals- End of life care improvement collaborative p...RuthEvansPEN
This document describes a quality improvement project at NUH End of Life Care Collaborative to improve the sharing of end-of-life care plans between primary and secondary care settings using an Electronic Palliative Care Coordination System (EPaCCS). The project team implemented EPaCCS, standardized end-of-life documentation, and provided staff training. Through PDSA cycles, they increased the percentage of fast track patients discharged from Hayward House with an end-of-life care plan on EPaCCS and received positive feedback from community providers and families about improved coordination of care.
A service improvement focused on frailty using an R&D approach, pop up uni, 3...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
Denise Heals presents on her role developing end of life care practices for people with learning disabilities. She outlines approaches used like working with managers and staff in one-off sessions or over 12 months using person-centered thinking tools. Examples of developments include end of life care plans, memorials for residents, and cultural changes at hospices like link nurses and accessible resources. The impact has been greater understanding of end of life care, more open discussions, and improved policies.
Nottingham University Hospitals- End of life care improvement collaborative p...RuthEvansPEN
This document describes a quality improvement project at NUH End of Life Care Collaborative to improve the sharing of end-of-life care plans between primary and secondary care settings using an electronic palliative care coordination system (EPaCCS). A multidisciplinary team tested interventions like standardized end-of-life care templates in EPaCCS and education. Initial results showed improved documentation of care preferences on patient discharge from Hayward House hospice. The project aims to expand EPaCCS use hospital-wide to better coordinate end-of-life care between care settings.
Lesley Strong and Hazel Carpenter: integrating community and social care serv...The King's Fund
This document discusses integrating health and social care services in Kent, England. It outlines localities and implementation of the Kent Health and Social Care Integration Programme (HASCIP). Key points include co-located and flexible multidisciplinary teams, single assessment processes, and proactive care programs reducing hospital admissions and costs. Challenges include information governance, integrated care plans, and ensuring capacity to support long-term condition objectives. The vision is to make life-changing improvements to experiences and outcomes through collaboration.
Personal Health Budgets and Continuing HealthcareMS Trust
This document provides information about personal health budgets and continuing healthcare. It begins with an overview of personal health budgets, including findings from a national pilot that showed benefits for quality of life, wellbeing and cost effectiveness. The document then discusses the case of "Dave", who has multiple sclerosis and received a personal health budget, and how it improved his independence, care consistency, social activities, pain control and more. It also provides details on the process for personal health budgets and continuing healthcare assessments and eligibility. Breakout session examples discuss cases and whether individuals would qualify for continuing healthcare assessments.
General Practice Transformation Champions: GP led integrated care in DorsetNHS England
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The document discusses setting up a multidisciplinary team (MDT) and resource pack to support palliative care for people with learning disabilities in West Hertfordshire. It notes challenges in establishing the MDT like differing computer systems. The MDT aims to ensure good communication and care coordination. The resource pack contains sections on demographics, daily living, common symptoms, end of life planning, family support, useful contacts and tools. It is meant to help document changes and enable easier access to palliative care. The MDT has seen increasing referrals over time and helped more service users receive end of life care in their preferred place. The document advocates for more education and expanding the approach to other areas.
Angela Coulter and Beverley Matthews presented a webinar on why care planning is not happening widely in the NHS. They discussed how care planning can help patients better manage their long-term conditions through shared goal setting and action planning. However, surveys show that less than 10% of patients with long-term conditions have a written care plan. Barriers to effective care planning included a lack of time and resources, inflexible systems, and a clinical culture that does not prioritize self-management support and partnership with patients. The webinar argued that improving care planning requires addressing attitudes, skills, leadership and incentivizing planning through policies and performance measures.
Advanced care planning conversations in HSA Global’s CCMS. Presented by Stuart Barson, HSA Global, at HINZ 2014, 11 November 2014, 11.15am, Marlborough Room 3
This workshop brought together, for the first time, the pioneers and the partner organisations of the Integrated Care and Support programme. It focused on building a learning community that will help develop, share and spread knowledge and solutions at scale and pace across the country.
More information: http://www.nhsiq.nhs.uk/news-events/events/integrated-care-and-support-pioneers-inaugural-workshop.aspx
More about the integrated care and support pioneers programme: http://www.nhsiq.nhs.uk/7862.aspx
Patient engagement is a critical element of successful transitions of care. Without it, patients are improperly educated about their condition and inadequately prepared to self-manage.
Healthcare organizations need effective and scalable ways of engaging patients post-discharge.
The document discusses expanding the role of registered nurses (RNs) in primary care settings. It describes how RNs can take on responsibilities like complex care management, active schedule management, using data to monitor patient outcomes, and conducting co-visits with providers to increase access to care. Co-visits allow RNs to address minor issues while providers briefly review cases. The approach has led to improved access and patient satisfaction at Community Health Center, Inc.
Case Study Three: Dementia Reablement Service for Cheshire East
An example of a how integrated care is working across Eastern Cheshire.
Presented at the Caring Together stakeholder event at Poynton Civic Centre 20July 2015
www.caringtogether.info
1) Quality and safety in healthcare aims to minimize risks of harm to patients through effective systems and individual performance. Common medical errors include medication errors, wrong-site surgeries, and misdiagnoses.
2) QSEN seeks to prepare nurses with competencies in patient-centered care, teamwork, evidence-based practice, quality improvement, safety, and informatics to continuously improve healthcare quality and safety.
3) Providing high-quality, patient-centered care requires effective communication, collaboration, and shared decision-making among healthcare team members and with patients and their families.
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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
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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
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As pain is the most daily health problem reported to a GP-
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Encourages consistency, variety in exercises, setting realistic goals, and finding enjoyable activities to maintain motivation.
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Integrating Nutrition and Exercise: Suggests meal planning and incorporating physical activity into daily routines.
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Transforming End of Life Care in Acute Hospitals PM Workshop 5: How to use the revised and updated ‘Transform How to Guide’
1. 1
Working Together to Transform End of
Life Care in Acute Hospitals
Maggie Morgan-Cooke
Senior Portfolio Manager
Wendy Gray
Senior Programme Manager
2.
3. 3
Working Together to Transform End of Life Care in Acute
Hospitals
Revised and updated for 2015
Reflects Five Year Forward View and
latest evidence from NICE, PHE and
CQC
e-publication
Collaborative venture
8 sections
Prepare
Assess & diagnose
Plan
Treat
Evaluate
Sustain
Leading large scale change
Further resources
4. Making a difference to End of Life Care
The 5
Key
Enablers
AMBER
care
bundle
Rapid
Discharge
Home
5 Priorities
for Care
Advanced
Care
Planning
5. 5
Key Enablers
• Advance Care Planning (ACP)
• Identifying and recording a persons wishes and
outcomes of any advance care plan
• Rapid End of Life Transfer
• Developing individual plans of care for anticipatory
management for a predictable clinical event
• The AMBER care bundle
A tool and package of interventions supporting teams
to identify and respond to end of life care needs
when their recovery is uncertain.
6. 6
Key Enablers
• Five Priorities for Care (One chance to get it right, 2014)
• The possibility that a person may die within the coming days and hours is
recognised and communicated clearly, decisions about care are made in
accordance with the person’s needs and wishes, and these are reviewed
and revised regularly
• Sensitive communication takes place between staff and the person who is
dying and those important to them
• The dying person, and those identified as important to them, are involved
in decisions about treatment and care
• The people important to the dying person are listened to and their needs
are respected
• Care is tailored to the individual and delivered with compassion – with an
individual care plan in place
7. 7
Key Enablers
• EPaCCs - Electronic Palliative Care Co-ordination System
• Promoting choice by helping deliver 100% national coverage of
EPaCCS and aligning with the National Information Board agenda
• Sharing key information about end of life wishes, care preferences
and key care details for those identified as likely being near the
end of their life
• Rapid discharge Home
• Conversations as early as possible, preferably, with the GP and the
patient so that the patient’s wishes and preferences are recorded
as soon as possible
• The process starts with excellent clear communication
• Firstly between patient, family and clinical staff
• Secondly cross boundary communication and documentation
8. How End of Life Care work is making a positive difference
Making a
difference
to End of
Life Care
How to Guide
The Transform
programme
5 key enablers
Commissioning
Person Centred
Care
9. 9
Key Enablers
• The Transform programme
• Provides hospitals with a
comprehensive service improvement
framework & tools to help you ensure
consistency, reliability, safety and
effectiveness by implementation of 5 key enablers in a
‘How to’ guide
• Supports Trusts to deliver compassionate EoLC of the
highest quality, which is accessible to all who need it
• Over 80 trusts are currently participating
10. Working Together to Transform End of Life Care in
Acute Hospitals
Ref: Ambitions for Palliative and end of
Life care - A national framework for
local action
11. Gaining commitment – to transform end of life care in
acute hospitals – spread and adoption
Shared purpose
a sense of clear purpose is essential to
any successful change:
• At every level
• Individuals
• Organisations
• To connect people and build
commitment
• To create the conditions and climate
for leading the change
Never underestimate the work before the
work – organisational readiness
12. What are you taking away? ….tomorrow I will …..
to accelerate your progress towards improving the quality
and experience of end of life care in your local services :
• people have peace of mind that their information is known and
available with their consent to appropriate professionals and that
professionals know and can act on patient preferences about their
death
• that people who recognise they are dying are able to transfer their
care, where appropriate and where that is their choice, to home (or a
care home)
• services in your locality are focussing on compassionate care not just
processes and protocols by enabling an individual to plan for death as
an integral part of personalised care
• a series of conversations are made possible in which a persons
wishes are explored, identified and recorded
• the workforce has the capability to deliver high quality end of life care
across the whole system
13. The Challenge – making sure that what patients and
carers tell us really influences how we deliver services
“ You can have it in any colour as long as it’s black” – Henry Ford
How do we use what we learn?
14. 14
Opportunities for engagement
• Transform Programme
• if your hospital would like to be part of Transform contact
debbie.barnhurst@nhsiq.nhs.uk
• EPaCCS & EPaCCS evaluation
• Participate in the evaluation - Contact wendy.gray@nhsiq.nhs.uk
• Find out more about EPaCCS – contact jeri.hawkins@nhsiq.nhs.uk
• Learning and sharing
• End of Life Care Facilitators and Champions Network - 850+ members
and still growing!
• Monthly newsletter - Sign up to receive updates from us
• Share and Learn webinars
• Ambitions framework
• how you plan to use this framework locally to improve end of life care for
patients and families.
• Get in touch with us at nicola.spencer7@nhs.net
15. “I can make the last stage of my life as
good as possible because everyone
works together confidently, honestly
and consistently to help me and the
people who are important to me,
including my carer(s).”