3. www.england.nhs.uk
• Currently ranked top healthcare system in the world
• Cancer survival is at its highest
• Operation waiting lists are down
• Early deaths from heart disease down over 40%
• Compared with 2009
• 4,000 more people seen in A&E each day
• 3,000 more people admitted to hospital each day
• 22,000 more people have outpatient appointments
each day
NHS has achieved a lot……..
4. www.england.nhs.uk
• Demand is rapidly growing
• Rising burden of avoidable illness from unhealthy
lifestyles
• 1 in 5 adults still smoke
• Third of people drink too much alcohol
• 6 in ten men and 5 in 10 women are overweight/obese
• 70% of NHS budget is now spent on LTC
• People’s expectations are changing
But……
5. www.england.nhs.uk
• New technologies and treatments
• Improving our ability to predict, diagnose and treat
• Keeping people alive longer
• Resulting in more people living with LTC
• New ways to deliver care
• Dissolving traditional boundaries in how care is delivered
• Improving the co-ordination of care around patients
• Improving outcomes and quality
• ….but the financial challenge remains - £30bn gap
projected in 2020/21
There are also new opportunities
6. www.england.nhs.uk
• Three ‘gaps’ identified:
1. Health & wellbeing gap
• Radical upgrade in prevention
• Back national action on major health risks
• Harnessing the ‘renewable energy’ of communities
2. Care & quality gap
• New models of care
• A menu of care models for local areas to consider
• Greater Manchester
• Vanguard sites
3. Funding gap
• Efficiency & investment
• Efficiency gains & additional funding
• Need for upfront pump-priming investment
The future NHS
7. www.england.nhs.uk
• Getting serious about prevention
• Focusing on prevention
• Empowering patients
• Engaging communities
• Developing new care models
• Not ‘one size fits all’, nor ‘a thousand flowers bloom
• New deal for primary care
• Funding, commissioning, workforce, public engagement
How?
8. www.england.nhs.uk
• Population health
• A renewed focus on prevention, not just treatment
• Integral to everyday practice
• Personalised care
• Personal Health Budgets
• Integrated Personal Commissioning (IPC)
• Individual’s goals
• Remaining in or return to work
• AHP Advisory Report on Fitness for Work
https://www.cot.co.uk/ahp-advisory-fitness-work-
report
Through…..
9. www.england.nhs.uk
• Partnerships
• Integrated care
• Patients and Carers
• Cross professional and organisational boundaries
• New models of care
• Multispecialty Community Providers
• Primary and Acute Care Systems
And…….
14. www.england.nhs.uk
‘Research is everyone’s business’ – it is important for everyone
• For our patients/service users
• For service transformation, improving outcomes, service redesign, participation in
research
• For AHPs and nurses
• integrated within their training & practice, as users of research, as managers –
supporting research activity – students, newly qualified, expert practitioners,
continually driving improvement
• For AHP services
• To improve/streamline services, aligning research topics/questions/priorities with
research activity
• For policy development
• To influence and support policy development, ensuring evaluation of policy
implementation
• For the system
• To develop solutions to the challenges facing health and care services,to ensure
alignment across the system, improve NHS ability to undertake research and
apply innovation, commissioning through evaluation, partnerships
Building the evidence base
16. www.england.nhs.uk
Data and information
“……AHPs are ideally placed to address some
of the key challenges facing the health and
care sectors. As we see in the report, their
publicly funded employment already spans the
NHS, local government (social care and
education, housing, third sector and
independent practice. There is now a real
opportunity to develop and build measures
across sectors that reflect both the pattern of
actual service delivery for patients and the
outcomes AHPs achieve for them.”
Suzanne Rastrick
December 2014
18. www.england.nhs.uk
• Edward Jenner Programme
Open access, online, designed for newly qualified clinicians but open to all, leads to
NHS Leadership Academy award in leadership Foundations.
• Mary Seacole Programme
For those looking to move in to first recognised leadership role, leads to award in
Healthcare leadership and accredited Postgraduate Certificate.
• Elizabeth Garrett Anderson Programme
Ready for more leadership challenges, leads to award in Senior Healthcare Leadership and an
MSc in Healthcare Leadership.
• Nye Bevan Programme
For senior leaders, those influencing beyond traditional boundaries/across the
healthcare system, leads to award in Executive Healthcare Leadership.
• Top Leaders Programme
For executive or board level members.
+ more…..
http://www.leadershipacademy.nhs.uk/
Leadership Programmes
19. www.england.nhs.uk
9 Dimensions of Leadership Behaviour
Inspiring shared purpose
Leading with care
Evaluating information
Connecting our service
Sharing the vision
Engaging the team
Holding to account
Developing capability
Influencing for results
20. www.england.nhs.uk
‘An idea, service or product,
new to the NHS
or applied in a way
that is new to the NHS,
which significantly improves
the quality of
health and care
wherever it is applied.’
Innovation
21. www.england.nhs.uk
Rehabilitation Innovation Challenge Prizes
• “Open Mind Partnership”
Leicestershire Partnership NHS Trust
Leicester Open Mind in partnership with Fit for Work
- GP referral or Open Mind therapists
- Long-term MSK pain
- Cognitive Therapy and Mindfulness techniques
- Addressing physical, social and mental barriers such as depression and anxiety
• “Fitness for Work Service”
Derbyshire Community Health Services NHS FT
- Self referral or by managers
- Assessment – physical activity, design of the workplace
- Phased return to work and duties where appropriate
- Service also offers MSK pain education and management, advice on
equipment and educational resources
- ROI - £5 for every £1spent
22. www.england.nhs.uk
Innovation Connect is a free assessment and signposting service
for innovations presented to NHS England. Innovators can submit
their ideas and receive rapid advice and referrals to appropriate
support. High Impact Innovations are quickly recognised, and have
their implementation supported with NHS organisations
Innovation Exchange is an online collaborative web portal
designed to support and develop a growing innovation community.
The portal is designed for anyone who wants to develop, implement
and spread innovations in health and care
http://www.england.nhs.uk/ourwork/innovation/innovation-connect/
Support for Innovation
24. www.england.nhs.uk
AHP Medicines Project
• 2013
• Independent prescribing by physiotherapists and
podiatrists
• Current work
• Independent prescribing by paramedics and
radiographers
• Supplementary prescribing by dietitians
• Use of exemptions by orthoptists
2
4
25. www.england.nhs.uk
What this means for patients
• Greater choice and accessibility to services – reducing
risks and costs associated with delays in care
• Patient-focused services that are evidence based and
continually improving – best care, first time, in the right
place
• Greater flexibility to design services around patient’s needs
• Redesign services that put patients at the heart of what
AHPs do – reducing onward referral and hospital
admissions
• Contributing to medicines optimisation
d their associated risk
26. www.england.nhs.uk
Working definition……..
Rehabilitation is the development, to the
maximum degree possible, of an
individual’s function and/or role, both
mentally and physically, within their family
and social networks and within
education/training and the workplace
where appropriate.
Improving Rehabilitation Services
27. www.england.nhs.uk
Rehabilitation will be key to every episode of care.
*
It will maximise mental and physical health,
independence and occupation.
*
Rehabilitation is everyone’s business.
Vision
28. www.england.nhs.uk
Focuses on good outcomes - driven by the goals set by the
people we treat
Gives hope
Is centred on people’s needs – not their diagnosis
Aims high and includes vocational outcomes
Is an active and enabling process – not passive care
Relies on interdisciplinary team working
Is not impaired by organisational boundaries
Responds to change in people’s needs
Integrates specialist and generalist services
Requires leadership for transformational change
What is good rehabilitation?
