The East Midlands Local Education and Training Board (LETB) brings together five local health communities in the East Midlands region to plan and develop the healthcare workforce through high quality education and training. The LETB identifies local priorities, commissions education, and ensures supply of skilled healthcare professionals to meet the needs of the local population in Derbyshire, Leicestershire, Lincolnshire, Northamptonshire, and Nottinghamshire. It acts as a forum for NHS organizations, universities, and local authorities to collaborate on workforce issues across the region.
This lesson plan aims to help new nurses manage stress by teaching stress management techniques. It begins with an anticipatory set to focus learners and introduce relaxation. The objectives are for learners to identify personal stressors, recognize signs of stress, understand stress consequences, and learn relaxation methods. The instructional input identifies common stress causes and signs, discusses stress impacts, and demonstrates positive coping techniques. Learners then practice these techniques independently through a stress diary and meal planning. The overall goal is to equip nurses with strategies for handling the situational stress of a new job or role.
This document discusses issues related to nursing licensure and credentials. It explains that licensure is required by law to practice nursing and protects public safety. Requirements for licensure include graduating from an approved nursing program and passing the NCLEX exam. Maintaining licensure involves continuing education requirements. Alternative credentials include certification in specialty areas, which demonstrates expertise beyond basic licensure. Advanced practice roles like Nurse Practitioners and Certified Nurse Midwives have additional education and scope of practice compared to registered nurses.
The nursing shortage is due to an aging nursing workforce, difficulties retaining and recruiting nurses, and nurses leaving for higher-paying jobs. Nursing education must change its curriculum to prepare nurses for today's specialized healthcare needs. Nursing practice is becoming more business-oriented, so understanding its effects on nursing is important. There is an inadequate number of nurse leaders, and nurses should control their own profession and practice. Poor working conditions, low pay, lack of autonomy, and limited career development are ongoing issues facing nurses.
Collective bargaining is a process between employers and employees or their representatives to negotiate terms of employment. It aims to provide stable labor relations and resolve disputes in a mutually agreeable manner. Key issues discussed include pay, hours, training, health and safety. The process involves preparation, discussion of proposals, bargaining, and final settlement agreement. Benefits include participation in decisions and established standards, while disadvantages include reduced individuality and mandatory dues. Negotiations can fail due to unwillingness of parties and changing positions.
This document discusses elder abuse prevention. It defines elder abuse as any behavior or action within a trusting relationship that harms an older person, including psychological, financial, physical, sexual, social abuse and neglect. As elders age, they become more vulnerable to abuse due to physical and mental frailty. Adult children and daughters are often the main abusers. The document outlines various types of elder abuse like physical, psychological, sexual, and financial abuse as well as neglect and provides signs to look out for in order to identify abuse. It emphasizes the importance of reporting elder abuse and provides resources for legal aid, counseling, and support services to help prevent and address elder abuse.
Many event organizers would like to facilitate more meetings and connections between attendees, employees, and exhibitors, but managing this process can quickly become a full time job. The Cvent Appointments solution is a flexible tool to create groups of event participants, and control how they can view and request meetings with each other. It's perfect for planners running a conference with exhibitors or a hosted buyer program, client sit-downs with customer success representatives, an 'ask the experts' series, or even informal attendee networking sessions.
In-service education is planned learning provided by employers to develop employees' abilities and competencies. It aims to improve performance, acquire new knowledge, develop skills required for practice, maintain high nursing standards, and observe and enact changes in staff behavior. In-service education can be centralized, decentralized, or combined. Planning is key and must be ongoing to meet the changing learning needs of nurses. Methods of in-service education include ward teaching, discussions, laboratories, conferences, seminars, workshops, field trips, and job orientations. Evaluation of in-service programs assess gains in knowledge, attitudes, and practices through methods like pre-tests/post-tests, written tests, checklists, and rating scales.
Motivation is an inner impulse that directs individuals to act in a certain way to satisfy needs. There are intrinsic and extrinsic types of motivation. Motivation is important for job performance and reducing turnover. Leaders can create a motivating climate through clear expectations, fairness, participation in decision-making, recognition, and continuing education. Applying motivation theories properly in nursing management requires understanding individual nurses and involving them.
This lesson plan aims to help new nurses manage stress by teaching stress management techniques. It begins with an anticipatory set to focus learners and introduce relaxation. The objectives are for learners to identify personal stressors, recognize signs of stress, understand stress consequences, and learn relaxation methods. The instructional input identifies common stress causes and signs, discusses stress impacts, and demonstrates positive coping techniques. Learners then practice these techniques independently through a stress diary and meal planning. The overall goal is to equip nurses with strategies for handling the situational stress of a new job or role.
This document discusses issues related to nursing licensure and credentials. It explains that licensure is required by law to practice nursing and protects public safety. Requirements for licensure include graduating from an approved nursing program and passing the NCLEX exam. Maintaining licensure involves continuing education requirements. Alternative credentials include certification in specialty areas, which demonstrates expertise beyond basic licensure. Advanced practice roles like Nurse Practitioners and Certified Nurse Midwives have additional education and scope of practice compared to registered nurses.
The nursing shortage is due to an aging nursing workforce, difficulties retaining and recruiting nurses, and nurses leaving for higher-paying jobs. Nursing education must change its curriculum to prepare nurses for today's specialized healthcare needs. Nursing practice is becoming more business-oriented, so understanding its effects on nursing is important. There is an inadequate number of nurse leaders, and nurses should control their own profession and practice. Poor working conditions, low pay, lack of autonomy, and limited career development are ongoing issues facing nurses.
Collective bargaining is a process between employers and employees or their representatives to negotiate terms of employment. It aims to provide stable labor relations and resolve disputes in a mutually agreeable manner. Key issues discussed include pay, hours, training, health and safety. The process involves preparation, discussion of proposals, bargaining, and final settlement agreement. Benefits include participation in decisions and established standards, while disadvantages include reduced individuality and mandatory dues. Negotiations can fail due to unwillingness of parties and changing positions.
This document discusses elder abuse prevention. It defines elder abuse as any behavior or action within a trusting relationship that harms an older person, including psychological, financial, physical, sexual, social abuse and neglect. As elders age, they become more vulnerable to abuse due to physical and mental frailty. Adult children and daughters are often the main abusers. The document outlines various types of elder abuse like physical, psychological, sexual, and financial abuse as well as neglect and provides signs to look out for in order to identify abuse. It emphasizes the importance of reporting elder abuse and provides resources for legal aid, counseling, and support services to help prevent and address elder abuse.
Many event organizers would like to facilitate more meetings and connections between attendees, employees, and exhibitors, but managing this process can quickly become a full time job. The Cvent Appointments solution is a flexible tool to create groups of event participants, and control how they can view and request meetings with each other. It's perfect for planners running a conference with exhibitors or a hosted buyer program, client sit-downs with customer success representatives, an 'ask the experts' series, or even informal attendee networking sessions.
In-service education is planned learning provided by employers to develop employees' abilities and competencies. It aims to improve performance, acquire new knowledge, develop skills required for practice, maintain high nursing standards, and observe and enact changes in staff behavior. In-service education can be centralized, decentralized, or combined. Planning is key and must be ongoing to meet the changing learning needs of nurses. Methods of in-service education include ward teaching, discussions, laboratories, conferences, seminars, workshops, field trips, and job orientations. Evaluation of in-service programs assess gains in knowledge, attitudes, and practices through methods like pre-tests/post-tests, written tests, checklists, and rating scales.
Motivation is an inner impulse that directs individuals to act in a certain way to satisfy needs. There are intrinsic and extrinsic types of motivation. Motivation is important for job performance and reducing turnover. Leaders can create a motivating climate through clear expectations, fairness, participation in decision-making, recognition, and continuing education. Applying motivation theories properly in nursing management requires understanding individual nurses and involving them.
The document discusses pregnancy, postpartum, and counseling. It notes that pregnancy involves physical and psychological changes. The postpartum period involves three phases as the new mother adjusts to her new role. Counseling is discussed as a process to help individuals and couples address various issues through open communication and support. Genetic counseling specifically aims to provide education and support for those dealing with inherited disorders.
The document provides information about a seminar on sensory deprivation presented by Mrs. Parmass. The objective of the seminar was to help students gain knowledge about sensory deprivation and how to apply it in nursing practice. The seminar covered topics like the nature of sensory stimulation, normal sensory perception, factors that influence sensory deprivation, effects of sensory deprivation, signs of altered sensory perception, and the nurse's role in caring for patients experiencing sensory deprivation.
Indian administrative system as health care delivery systemAncyBabu5
Indian administrative system serves as the health care delivery system in India. It has evolved over time from ancient systems described in texts like the Arthashastra to the current system. The current system is organized with public health responsibilities divided between the central/federal and state/provincial governments. The central government makes policies and plans while states implement programs and provide direct services. Healthcare facilities are organized in a hierarchy from the community level up through primary health centers, subcenters, and district hospitals. The system aims to provide quality health services accessible to all people.
1. Suicide is defined as purposefully ending one's own life and is associated with mood disorders like depression. High-risk factors include age, gender, marital status, mental illness, and lack of social support.
2. Warning signs of suicide include making preparations like writing a will, visiting loved ones, or obtaining means of harm. At-risk individuals may show a sudden improvement in mood or write suicide notes.
3. Effective treatments include talk therapy focused on cognitive behavioral therapy and school intervention programs aimed at education and support to decrease suicide attempts among adolescents. Ongoing monitoring and limiting access to lethal means can help prevent suicide during crisis periods.
This document discusses critical thinking and decision making in nursing. It begins by defining critical thinking as the process of applying reasoning to guide beliefs and actions. Key concepts of critical thinking discussed include interpretation, analysis, evaluation, and self-regulation. Common pitfalls and biases are also outlined. The document then discusses decision making, noting that nurses must make many rapid decisions. A case example illustrates the decision challenges nurses may face. The conclusion emphasizes that nurses are key decision makers expected to use evidence in their judgments.
This document discusses nursing regulatory mechanisms. It defines regulation and regulatory bodies, and explains their importance in providing quality healthcare, supporting professionals, setting standards, and exercising legal control. The main functions of regulatory bodies are to protect patients/society, define nursing scope of practice, and identify minimum care levels. Regulation occurs through nursing councils at international, national, and state levels. Accreditation involves review and approval to meet standards, and is important for maintaining education and service standards. The roles of the Indian Nursing Council and state councils are outlined. Patient rights and bills of rights are also summarized.
This document discusses promoting self-esteem. It defines key terms like self-esteem and self-concept. It describes the components of self-esteem like physical self, personal identity, and development of self-esteem. It outlines Erikson's stages of development and discusses manifestations of low self-esteem like withdrawal and sensitivity to criticism. It also discusses focal, contextual and residual stimuli that influence behavior. The document concludes with the role of nurses in promoting patients' self-esteem through family support, open communication, and maintaining professional standards of care.
The document discusses the history and role of nurse practitioners. It notes that nurse practitioners began emerging as primary care providers in the mid-20th century in the United States. Nurse practitioners are educated at the master's or doctoral level and provide primary, acute, chronic, and specialty healthcare services. They can diagnose illnesses, treat conditions, and provide health education to patients. There are several specializations of nurse practitioners, including those focused on women's health, adult/geriatric care, pediatrics, family care, neonatology, psychiatry, emergency care, and acute care.
The document discusses the goals and targets of India's Twelfth Five Year Plan. Some key goals included universalizing secondary education by 2017, increasing public spending on health to 2.5% of GDP, reducing infant mortality rate to 25 per 1000 live births, and maternal mortality rate to 1 per 1000. It aims to get 5 Indian universities ranked among the top 200 globally. Targets also focused on reducing fertility rates, malnutrition among children, and increasing access to drinking water. The plan emphasizes developing health infrastructure and using technology to improve healthcare delivery across the country.
Trends & issues of nursing Administration pptsonal patel
This document discusses trends and issues in nursing administration. It outlines problems that were previously identified in nursing committees from 1946-1989, including a lack of nursing involvement in decision making. Key issues in nursing administration are described, such as nursing superintendents not having authority over leave approval or policies. Recent challenges in nursing include increased patient diversity and a technology explosion. Historical trends in nursing from 1940-1946 involved establishing nursing services during World War 2 and establishing nursing administration education.
The document discusses various clinical teaching methods used in nursing education. It describes methods like bedside clinics, nursing rounds, nursing assignments, nursing care conferences, morning and evening reports, clinical simulation, field visits, and process recording. The goal of clinical teaching is to help nursing students develop skills needed in clinical settings by providing hands-on learning experiences with patients under supervision. Selecting the appropriate teaching method depends on the objective and needs of the students.
This document discusses quality assurance in nursing care. It defines quality assurance and describes its meaning, concepts, objectives, purposes, principles, approaches, components, models, indicators and resources. Quality assurance aims to ensure delivery of high quality patient care through ongoing evaluation and improvement of healthcare services and their impact. It originated in manufacturing to ensure customer satisfaction and has since been applied to healthcare to guarantee quality and accountability in nursing services.
The document discusses various theories and concepts related to nursing leadership. It covers different types of leaders including formal and informal leaders. It also discusses several leadership theories such as McGregor's Theory X and Y, Ouchi's Theory Z, Likert's leadership styles, and Lewin's styles. Additionally, it summarizes motivation theories including Maslow's hierarchy of needs and Herzberg's two-factor theory. The document also defines power and the different bases of power including position, personal, and connection power. Finally, it provides an overview of team building including the different stages.
Staff development in nursing aims to promote the personal and professional growth of nurses through educational activities. It includes induction training for new nurses, job orientation, in-service education, continuing education, and training for specific skills. The goals are to improve job performance, assist career advancement, and ensure safe patient care. Staff development programs are assessed and evaluated using standards set by the American Nurses Association to effectively meet the learning needs of nursing staff.
This document discusses faculty development programs in nursing. It outlines various teaching competencies required for nursing faculty, including those related to curriculum development, professional practice, relationships with students and colleagues, service, and scholarship. It also discusses the need for preparation to teach through education courses, clinical experience, and orientation programs to introduce new faculty to policies, procedures, and technologies used at their school. The document emphasizes the importance of ongoing continuing education through conferences, workshops, and courses to help faculty improve teaching skills and learn new strategies. Faculty development aims to develop all faculty for current and future teaching roles through individual efforts and shared responsibility between faculty, academic officers, and nursing schools.
The document discusses therapeutic communication, describing its definition, objectives, levels, and techniques. It defines therapeutic communication as a planned process where the nurse learns about the client to help identify and address health problems. The levels of communication include intrapersonal, interpersonal, transpersonal, small group, and public. Techniques used in therapeutic communication are observing, listening, restating, validating, reflecting, providing information, clarifying, focusing, questioning, sharing, and summarizing.
Nursing is a globally in-demand profession that faces workforce shortages. There are approximately 28 million nurses worldwide but 5.9 million more are still needed, especially in Africa, Southeast Asia, and the Eastern Mediterranean. The COVID-19 pandemic has underscored nurses' crucial role in health systems and the need to invest in nursing education, jobs, and leadership. Career opportunities in nursing are extensive and varied, ranging from specializations to managerial roles, with requirements that include ANM, GNM, BSC, MSC, and PhD degrees in nursing. The highest paid states for nurses in the US are California, Hawaii, Washington DC, Massachusetts, and Oregon, with median salaries over $90,000.
The document discusses leadership in nursing. It defines leadership as influencing others toward goals without coercion. Leadership requires relationships and professionalism. It also requires ongoing learning as nurses may not be ready for leadership upon graduating. Effective nursing leadership involves skills like communication, critical thinking, and managing staffing, scheduling and safety. Transformational leadership empowers others and enhances self-worth, while maintaining fairness. Emotional intelligence is also important for leadership, with skills like self-awareness, social awareness and relationship management.
Independent practitioner, independent midwifery practitioner issues and chall...Arifa T N
The document discusses issues related to independent nursing practice, specifically for nurse practitioners and midwives. It defines nursing and the roles of nurse practitioners who can manage medical conditions, order tests, treatments, and medications. It also defines independent nurse practitioners and midwives. Key issues for independent practice include scope of services, conflict of interest, endorsement, advertising, fees, informed consent, documentation, confidentiality, and liability protection. Areas of independent nursing practice are also outlined, along with standards and challenges for independent midwifery practice in India.
1. The Staff Inspection Unit recommended nursing norms in 1991-1992 that determined nurse-patient ratios in central government hospitals.
2. The Bajaj Committee recommended establishing vocational training programs and health science universities to improve health manpower production and management.
3. A High Power Committee reviewed nursing roles, functions, preparation, services and made recommendations to improve the nursing profession in India.
The document outlines the structure and roles of various bodies within the reorganized NHS in England, including:
1) Clinical Commissioning Groups (CCGs) which will have representation from local GPs, patients, and other members to commission local health services.
2) Foundation Trusts which will run local hospitals and have boards including executives, non-executive directors, and governors including public members.
3) Health and Wellbeing Boards which coordinate commissioning at the local authority level and include CCG, public health and council representatives.
It then discusses principles of public involvement in the new structures and ensuring services are commissioned in the interests of patients.
The future of market access – the local picture PM Society
David Thorne, CEO of Newcastle West CCG, discussed the challenges and opportunities for clinical commissioning groups in shaping local healthcare. He outlined the CCG's responsibilities to identify local health needs, meet national priorities, commission services through performance-managed contracts, and maintain budgets and public confidence in the NHS. Thorne also described Newcastle West CCG's population as aging with high dependency on benefits and life expectancies comparable to developing nations. Key health issues included cancers, heart disease, and COPD. The presentation emphasized using local data and engaging with patients, providers and other stakeholders to design effective local care pathways.
The document discusses pregnancy, postpartum, and counseling. It notes that pregnancy involves physical and psychological changes. The postpartum period involves three phases as the new mother adjusts to her new role. Counseling is discussed as a process to help individuals and couples address various issues through open communication and support. Genetic counseling specifically aims to provide education and support for those dealing with inherited disorders.
The document provides information about a seminar on sensory deprivation presented by Mrs. Parmass. The objective of the seminar was to help students gain knowledge about sensory deprivation and how to apply it in nursing practice. The seminar covered topics like the nature of sensory stimulation, normal sensory perception, factors that influence sensory deprivation, effects of sensory deprivation, signs of altered sensory perception, and the nurse's role in caring for patients experiencing sensory deprivation.
Indian administrative system as health care delivery systemAncyBabu5
Indian administrative system serves as the health care delivery system in India. It has evolved over time from ancient systems described in texts like the Arthashastra to the current system. The current system is organized with public health responsibilities divided between the central/federal and state/provincial governments. The central government makes policies and plans while states implement programs and provide direct services. Healthcare facilities are organized in a hierarchy from the community level up through primary health centers, subcenters, and district hospitals. The system aims to provide quality health services accessible to all people.
1. Suicide is defined as purposefully ending one's own life and is associated with mood disorders like depression. High-risk factors include age, gender, marital status, mental illness, and lack of social support.
2. Warning signs of suicide include making preparations like writing a will, visiting loved ones, or obtaining means of harm. At-risk individuals may show a sudden improvement in mood or write suicide notes.
3. Effective treatments include talk therapy focused on cognitive behavioral therapy and school intervention programs aimed at education and support to decrease suicide attempts among adolescents. Ongoing monitoring and limiting access to lethal means can help prevent suicide during crisis periods.
This document discusses critical thinking and decision making in nursing. It begins by defining critical thinking as the process of applying reasoning to guide beliefs and actions. Key concepts of critical thinking discussed include interpretation, analysis, evaluation, and self-regulation. Common pitfalls and biases are also outlined. The document then discusses decision making, noting that nurses must make many rapid decisions. A case example illustrates the decision challenges nurses may face. The conclusion emphasizes that nurses are key decision makers expected to use evidence in their judgments.
This document discusses nursing regulatory mechanisms. It defines regulation and regulatory bodies, and explains their importance in providing quality healthcare, supporting professionals, setting standards, and exercising legal control. The main functions of regulatory bodies are to protect patients/society, define nursing scope of practice, and identify minimum care levels. Regulation occurs through nursing councils at international, national, and state levels. Accreditation involves review and approval to meet standards, and is important for maintaining education and service standards. The roles of the Indian Nursing Council and state councils are outlined. Patient rights and bills of rights are also summarized.
This document discusses promoting self-esteem. It defines key terms like self-esteem and self-concept. It describes the components of self-esteem like physical self, personal identity, and development of self-esteem. It outlines Erikson's stages of development and discusses manifestations of low self-esteem like withdrawal and sensitivity to criticism. It also discusses focal, contextual and residual stimuli that influence behavior. The document concludes with the role of nurses in promoting patients' self-esteem through family support, open communication, and maintaining professional standards of care.
The document discusses the history and role of nurse practitioners. It notes that nurse practitioners began emerging as primary care providers in the mid-20th century in the United States. Nurse practitioners are educated at the master's or doctoral level and provide primary, acute, chronic, and specialty healthcare services. They can diagnose illnesses, treat conditions, and provide health education to patients. There are several specializations of nurse practitioners, including those focused on women's health, adult/geriatric care, pediatrics, family care, neonatology, psychiatry, emergency care, and acute care.
The document discusses the goals and targets of India's Twelfth Five Year Plan. Some key goals included universalizing secondary education by 2017, increasing public spending on health to 2.5% of GDP, reducing infant mortality rate to 25 per 1000 live births, and maternal mortality rate to 1 per 1000. It aims to get 5 Indian universities ranked among the top 200 globally. Targets also focused on reducing fertility rates, malnutrition among children, and increasing access to drinking water. The plan emphasizes developing health infrastructure and using technology to improve healthcare delivery across the country.
Trends & issues of nursing Administration pptsonal patel
This document discusses trends and issues in nursing administration. It outlines problems that were previously identified in nursing committees from 1946-1989, including a lack of nursing involvement in decision making. Key issues in nursing administration are described, such as nursing superintendents not having authority over leave approval or policies. Recent challenges in nursing include increased patient diversity and a technology explosion. Historical trends in nursing from 1940-1946 involved establishing nursing services during World War 2 and establishing nursing administration education.
The document discusses various clinical teaching methods used in nursing education. It describes methods like bedside clinics, nursing rounds, nursing assignments, nursing care conferences, morning and evening reports, clinical simulation, field visits, and process recording. The goal of clinical teaching is to help nursing students develop skills needed in clinical settings by providing hands-on learning experiences with patients under supervision. Selecting the appropriate teaching method depends on the objective and needs of the students.
This document discusses quality assurance in nursing care. It defines quality assurance and describes its meaning, concepts, objectives, purposes, principles, approaches, components, models, indicators and resources. Quality assurance aims to ensure delivery of high quality patient care through ongoing evaluation and improvement of healthcare services and their impact. It originated in manufacturing to ensure customer satisfaction and has since been applied to healthcare to guarantee quality and accountability in nursing services.
The document discusses various theories and concepts related to nursing leadership. It covers different types of leaders including formal and informal leaders. It also discusses several leadership theories such as McGregor's Theory X and Y, Ouchi's Theory Z, Likert's leadership styles, and Lewin's styles. Additionally, it summarizes motivation theories including Maslow's hierarchy of needs and Herzberg's two-factor theory. The document also defines power and the different bases of power including position, personal, and connection power. Finally, it provides an overview of team building including the different stages.
Staff development in nursing aims to promote the personal and professional growth of nurses through educational activities. It includes induction training for new nurses, job orientation, in-service education, continuing education, and training for specific skills. The goals are to improve job performance, assist career advancement, and ensure safe patient care. Staff development programs are assessed and evaluated using standards set by the American Nurses Association to effectively meet the learning needs of nursing staff.
This document discusses faculty development programs in nursing. It outlines various teaching competencies required for nursing faculty, including those related to curriculum development, professional practice, relationships with students and colleagues, service, and scholarship. It also discusses the need for preparation to teach through education courses, clinical experience, and orientation programs to introduce new faculty to policies, procedures, and technologies used at their school. The document emphasizes the importance of ongoing continuing education through conferences, workshops, and courses to help faculty improve teaching skills and learn new strategies. Faculty development aims to develop all faculty for current and future teaching roles through individual efforts and shared responsibility between faculty, academic officers, and nursing schools.
The document discusses therapeutic communication, describing its definition, objectives, levels, and techniques. It defines therapeutic communication as a planned process where the nurse learns about the client to help identify and address health problems. The levels of communication include intrapersonal, interpersonal, transpersonal, small group, and public. Techniques used in therapeutic communication are observing, listening, restating, validating, reflecting, providing information, clarifying, focusing, questioning, sharing, and summarizing.
Nursing is a globally in-demand profession that faces workforce shortages. There are approximately 28 million nurses worldwide but 5.9 million more are still needed, especially in Africa, Southeast Asia, and the Eastern Mediterranean. The COVID-19 pandemic has underscored nurses' crucial role in health systems and the need to invest in nursing education, jobs, and leadership. Career opportunities in nursing are extensive and varied, ranging from specializations to managerial roles, with requirements that include ANM, GNM, BSC, MSC, and PhD degrees in nursing. The highest paid states for nurses in the US are California, Hawaii, Washington DC, Massachusetts, and Oregon, with median salaries over $90,000.
The document discusses leadership in nursing. It defines leadership as influencing others toward goals without coercion. Leadership requires relationships and professionalism. It also requires ongoing learning as nurses may not be ready for leadership upon graduating. Effective nursing leadership involves skills like communication, critical thinking, and managing staffing, scheduling and safety. Transformational leadership empowers others and enhances self-worth, while maintaining fairness. Emotional intelligence is also important for leadership, with skills like self-awareness, social awareness and relationship management.
Independent practitioner, independent midwifery practitioner issues and chall...Arifa T N
The document discusses issues related to independent nursing practice, specifically for nurse practitioners and midwives. It defines nursing and the roles of nurse practitioners who can manage medical conditions, order tests, treatments, and medications. It also defines independent nurse practitioners and midwives. Key issues for independent practice include scope of services, conflict of interest, endorsement, advertising, fees, informed consent, documentation, confidentiality, and liability protection. Areas of independent nursing practice are also outlined, along with standards and challenges for independent midwifery practice in India.
1. The Staff Inspection Unit recommended nursing norms in 1991-1992 that determined nurse-patient ratios in central government hospitals.
2. The Bajaj Committee recommended establishing vocational training programs and health science universities to improve health manpower production and management.
3. A High Power Committee reviewed nursing roles, functions, preparation, services and made recommendations to improve the nursing profession in India.
The document outlines the structure and roles of various bodies within the reorganized NHS in England, including:
1) Clinical Commissioning Groups (CCGs) which will have representation from local GPs, patients, and other members to commission local health services.
2) Foundation Trusts which will run local hospitals and have boards including executives, non-executive directors, and governors including public members.
3) Health and Wellbeing Boards which coordinate commissioning at the local authority level and include CCG, public health and council representatives.
It then discusses principles of public involvement in the new structures and ensuring services are commissioned in the interests of patients.
The future of market access – the local picture PM Society
David Thorne, CEO of Newcastle West CCG, discussed the challenges and opportunities for clinical commissioning groups in shaping local healthcare. He outlined the CCG's responsibilities to identify local health needs, meet national priorities, commission services through performance-managed contracts, and maintain budgets and public confidence in the NHS. Thorne also described Newcastle West CCG's population as aging with high dependency on benefits and life expectancies comparable to developing nations. Key health issues included cancers, heart disease, and COPD. The presentation emphasized using local data and engaging with patients, providers and other stakeholders to design effective local care pathways.
WRVS Scotland Conference #Food4Good David McCulloughWRVS
David McCullough, WRVS Chief Executive's presentation at WRVS Scotland Conference: how can food and nutrition services help tackle loneliness? #Food4Good
NHS and Liverpool structures, priorities and commissioning workshopInnovation Agency
Presentations at the NHS and Liverpool structures, priorities and commissioning workshop on Tuesday 11 September at The Accelerator Building, Liverpool
This report examines ways to improve employment opportunities for disabled people in the UK. It finds that while over 1 in 5 adults are disabled, only about half are employed compared to 4/5 of non-disabled adults. The disability employment gap imposes costs to individuals and the economy. Through research with disabled individuals and employers, the report identifies barriers like lack of support from managers, inflexible working conditions, and stereotypes. It recommends simple, low-cost solutions for employers like more supportive managers, flexible working, and understanding from colleagues. The goal is collaborative partnerships where workplaces accommodate different needs, skills are fully utilized, and barriers to careers are reduced.
The document discusses strategies to support people with learning disabilities who exhibit challenging behaviors. It notes the failures at Winterbourne View and aims to develop positive approaches. Participants share feelings about Winterbourne View and discuss legislation, accountability, positive behavior support plans, and developing person-centered risk assessments. The goal is to find better ways to support people in their communities to avoid situations like Winterbourne View.
Breakout 1.5 Using clinical networks to drive quality improvement - Ian GoltonNHS Improvement
Breakout 1.5 Using clinical networks to drive quality improvement - Ian Golton
Director, NHS Stroke Improvement Programme and
Associate Director, Strategic Clinical Networks and Senates, Yorkshire and the Humber
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
Breakout 1.5 Using clinical networks to drive quality improvement - Ian GoltonNHS Improvement
Breakout 1.5 Using clinical networks to drive quality improvement - Ian Golton
Director, NHS Stroke Improvement Programme and
Associate Director, Strategic Clinical Networks and Senates, Yorkshire and the Humber
Part of a set of presentations from NHS Improvement event: Better value, better outcomes held on Thursday 21 February 2013,
Guoman Tower Hotel, London
How to deliver quality and value in chronic care:sharing the learning from the respiratory programme
East Leicestershire and Rutland Clinical Commissioning Group (ELR CCG) is an NHS organization that plans and pays for local healthcare services. In 2014-2015, ELR CCG served over 321,000 patients through 32 GP practices. ELR CCG commissions a variety of healthcare services including primary care, hospital care, urgent care, rehabilitation care, and community services totaling £328 million. ELR CCG operates based on a vision of improving healthcare quality and access led by clinicians. ELR CCG works in partnership with various organizations and engages in listening to patients, the public, and clinicians to help shape healthcare services.
Services for Later Life: Are we any closer to integrating health and social c...Age UK
National Voices is the leading coalition of health and social care charities in the UK. Their mission is to strengthen the voices of patients, service users, carers and their representatives. They advocate for principles of person-centered, community-inclusive care organized around an individual's needs and goals rather than organizational integration. National Voices argues care should be designed together with users and evaluated based on outcomes important to those users.
The document provides an overview of the UK healthcare system including:
1) It describes the key components of the UK National Health Service (NHS) including that it is publicly funded and provides universal healthcare coverage.
2) It outlines the organizational structure of the NHS including the Department of Health, strategic health authorities, primary care trusts, NHS trusts, and primary care teams.
3) It discusses some of the principles of the NHS including that it is intended to provide healthcare that is free at the point of delivery based on clinical need rather than ability to pay.
What can the voluntary sector contribute? - Jeremy Taylor, presented at Age UKs "Living well with long term conditions" conference on 14th November 2012
The document discusses challenges faced by Black and Minority Ethnic (BME) services in supporting BME service users. It argues that the focus on cultural differences is incomplete and that discussions also need to include cultural "sameness". It questions whether the BME sector is still needed given changes in the NHS. The document provides suggestions for the BME sector, including clarifying service models, collecting evidence on health outcomes and economic impacts, and focusing on quality assurance. It emphasizes developing an understanding of how services achieve outcomes in order to improve support for those with cultural "sameness".
Similar to East Midlands Local Education and Training Board (EMLETB) (14)
NIHR CLAHRC East Midlands Annual Meeting 2015 presentations - Day 2CLAHRC-NDL
This document summarizes the proceedings of the NIHR CLAHRC East Midlands annual meeting on March 25, 2015. The meeting brought together partners from Nottinghamshire Healthcare NHS Foundation Trust and the Universities of Nottingham and Leicester to share progress and learning over the past year. Key highlights included 18 research projects making progress, over £500,000 in matched funding received, and the establishment of a 90-member faculty. The East Midlands AHSN discussed supporting implementation of CLAHRC projects through knowledge brokers and £525,000 in funding. Presentations also covered priority areas like individual placement and support for employment, bipolar disorder research, and building effective partnerships across the region.
NIHR CLAHRC East Midlands Annual Meeting 2015 presentations - Day 1CLAHRC-NDL
The document provides an overview of the NIHR infrastructure for supporting applied health research in the UK. It discusses how the NIHR was established to improve health outcomes through advancing research, improving NHS care through research participation, strengthening the UK's international research position, and driving economic growth. The NIHR aims to overcome past problems like a lack of research incentives in the NHS, low applied evidence bases, and difficulties developing sustainable research capacity. It created a national health research system to integrate patients, the NHS, universities, investigators and other stakeholders.
Simon Denegri - Public involvement in CLAHRCsCLAHRC-NDL
Simon Denegri (INVOLVE chair and NIHR National Director for Public Participation and Engagement in Research) keynote presentation at NIHR CLAHRC East Midlands launch event on 14 February 2014, Loughborough.
Professor Justin Waring - Implementing evidence and improvementCLAHRC-NDL
Professsor Justin Waring presentation on Implementing evidence and improvement, delivered at NIHR CLAHRC East Midlands launch event on 14 February 2014, Loughborough.
Professor Richard Morriss - Enhancing Mental HealthCLAHRC-NDL
Presentation on Enhancing Mental Health theme research, by Professor Richard Morriss at the NIHR CLAHRC East Midlands launch event, 14 February 2014, Loughborough.
Professsor John Gladman - Caring for older people and stroke survivorsCLAHRC-NDL
Caring for older people and stroke survivors theme presentation by Professor John Gladman, delivered at the NIHR CLAHRC East Midlands launch event on 14 February 2014, Loughborough.
Professor Kamlesh Khunti - Prevention of Chronic DiseaseCLAHRC-NDL
Presentation by Professor Kamlesh Khunti on Prevention of Chronic Disease. Professor Khunti is Director of NIHR CLAHRC East Midlands and leads the Preventing Chronic Disease research theme.
Sir Muir Gray - CLAHRC East Midlands launch eventCLAHRC-NDL
The document discusses several issues facing healthcare systems and proposes a new paradigm is needed. It outlines problems with the current system including harm from overuse, inequity from underuse, waste, and failure to prevent disease. Additional future challenges mentioned are rising expectations, increasing need, financial constraints, and climate change. The document argues that more of the same approach is not the solution and that a new system needs to be designed instead of just improving the current one. It emphasizes the importance of population health, systems of care, culture change, and personalized medicine.
Professor Kamlesh Khunti - Introduction to CLAHRC East MidlandsCLAHRC-NDL
Professor Kamlesh Khunti, Director of NIHR CLAHRC East Midlands - Introductory presentation given at CLAHRC East Midlands launch event, 14 February 2014, Loughborough.
CLAHRC NDL aimed to spread research findings into practice through "Diffusion Fellows", who were staff seconded from partner organizations to work on CLAHRC studies and disseminate results. However, the diffusion fellow approach did not always work as intended, as some fellows or study teams were not a good fit, or organizations did not provide enough support. Overall, the diffusion fellow role helped build research capacity and networks, but other supportive factors are also needed within organizations and the wider system for research to successfully impact practice.
Stroke Event 13 Sep - Second morning presentationsCLAHRC-NDL
The document discusses the implementation of evidence-based early supported discharge (ESD) services for stroke patients. It summarizes that ESD programs have core evidence-based elements but must also be flexible to local contexts. It describes how a task force worked to improve data sharing between hospitals and ESD teams to better evaluate services and ensure eligibility targets were met. The collaboration resulted in increased high-quality routine data capture and accurate tracking of patients.
Stroke Event 13 Sep - First morning presentationsCLAHRC-NDL
This document summarizes research on early supported discharge (ESD) services for stroke patients. The research aimed to evaluate whether the benefits of ESD seen in clinical trials are still evident in practice. The study compared outcomes for 135 patients receiving ESD services to 158 patients receiving usual care without ESD following a stroke. Results showed that the ESD group had significantly shorter hospital lengths of stay and were more knowledgeable about community support services. Statistical modeling also found that ESD patients were more likely to score higher on measures of independence at 6 weeks, 6 months and 12 months post-stroke. The research provides real-world evidence that ESD services continue to provide benefits for stroke rehabilitation compared to usual care without ESD support.
The presentation aimed to:
1) Introduce the NIHR CLAHRC initiative and showcase NIHR CLAHRC-NDL as a partnership addressing three core aims through co-produced research.
2) Detail the STEP OUT project which was co-produced with communities to develop a culturally-appropriate diabetes prevention intervention.
3) Outline NIHR CLAHRC-NDL's vision, strategic objectives, and impacts in areas like mental health, children and young people, and stroke rehabilitation.
The document introduces the East Midlands Academic Health Science Network (EMAHSN) and its prospectus. EMAHSN aims to promote innovation and adoption of best practices through research translation, education/training, and industry collaboration across the East Midlands region. It will focus on improving patient outcomes, quality, and economic growth. EMAHSN will work across NHS, universities, and industry to disseminate research and innovations. It seeks feedback on its prospectus as it prepares for licensing review in Q2 2013.
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
TEST BANK For Community Health Nursing A Canadian Perspective, 5th Edition by...Donc Test
TEST BANK For Community Health Nursing A Canadian Perspective, 5th Edition by Stamler, Verified Chapters 1 - 33, Complete Newest Version Community Health Nursing A Canadian Perspective, 5th Edition by Stamler, Verified Chapters 1 - 33, Complete Newest Version Community Health Nursing A Canadian Perspective, 5th Edition by Stamler Community Health Nursing A Canadian Perspective, 5th Edition TEST BANK by Stamler Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Pdf Chapters Download Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Pdf Download Stuvia Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Study Guide Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Ebook Download Stuvia Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Questions and Answers Quizlet Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Studocu Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Quizlet Test Bank For Community Health Nursing A Canadian Perspective, 5th Edition Stuvia Community Health Nursing A Canadian Perspective, 5th Edition Pdf Chapters Download Community Health Nursing A Canadian Perspective, 5th Edition Pdf Download Course Hero Community Health Nursing A Canadian Perspective, 5th Edition Answers Quizlet Community Health Nursing A Canadian Perspective, 5th Edition Ebook Download Course hero Community Health Nursing A Canadian Perspective, 5th Edition Questions and Answers Community Health Nursing A Canadian Perspective, 5th Edition Studocu Community Health Nursing A Canadian Perspective, 5th Edition Quizlet Community Health Nursing A Canadian Perspective, 5th Edition Stuvia Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Pdf Chapters Download Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Pdf Download Stuvia Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Study Guide Questions and Answers Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Ebook Download Stuvia Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Questions Quizlet Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Studocu Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Quizlet Community Health Nursing A Canadian Perspective, 5th Edition Test Bank Stuvia
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...Oleg Kshivets
Overall life span (LS) was 1671.7±1721.6 days and cumulative 5YS reached 62.4%, 10 years – 50.4%, 20 years – 44.6%. 94 LCP lived more than 5 years without cancer (LS=2958.6±1723.6 days), 22 – more than 10 years (LS=5571±1841.8 days). 67 LCP died because of LC (LS=471.9±344 days). AT significantly improved 5YS (68% vs. 53.7%) (P=0.028 by log-rank test). Cox modeling displayed that 5YS of LCP significantly depended on: N0-N12, T3-4, blood cell circuit, cell ratio factors (ratio between cancer cells-CC and blood cells subpopulations), LC cell dynamics, recalcification time, heparin tolerance, prothrombin index, protein, AT, procedure type (P=0.000-0.031). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and N0-12 (rank=1), thrombocytes/CC (rank=2), segmented neutrophils/CC (3), eosinophils/CC (4), erythrocytes/CC (5), healthy cells/CC (6), lymphocytes/CC (7), stick neutrophils/CC (8), leucocytes/CC (9), monocytes/CC (10). Correct prediction of 5YS was 100% by neural networks computing (error=0.000; area under ROC curve=1.0).
Local Advanced Lung Cancer: Artificial Intelligence, Synergetics, Complex Sys...
East Midlands Local Education and Training Board (EMLETB)
1. The East Midlands
Local Education and
Training Board
Name
Title of presenter
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
2. East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
Introducing the East Midlands LETB
“Our goal is to develop a high quality, safe and sustainable workforce to
meet the healthcare needs of the people of the East Midlands.”
Our values: How we achieve our goal
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
3. One network East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
Bringing five health
communities together
to focus on workforce,
education and training
Derbyshire
Leicestershire
Lincolnshire
Nottinghamshire
Northamptonshire
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
4. East Midlands LETB Notts LETC
Board
Derbys LETC
Board
Key Board Leicestershire
LETC Board
priorities
Emergency Medicine
Innovation & Improvement
Effective Team Working
Making Every Contact Count
Lincolnshire
LETC Board
Northamps
LETC Board
HEI Forum
5. East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
What does East Midlands LETB do?
Acts as a forum for planning and developing the whole health and public health
workforce
Identifies and agrees local priorities for education and training to ensure
security of supply of the skills and people providing health and public health
services
Plans, commissions and assures high quality education and training on behalf
of the local health community in the interests of safe, sustainable service
provision and health improvement
Delivers post graduate medical and dental education and training for doctors
and dentists in the East Midlands
Brings the healthcare education continuum together: postgraduate education
and training; undergraduate medical and non medical comissioning
IN SUMMARY: the vehicle for providers and professionals (working with Health
Education England) to develop their existing and future workforce by improving
the quality of education and training outcomes so that they meet the needs of
service providers, patients and the public.
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
6. NHS organisations and Local Authorities East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
Nottinghamshire Lincolnshire
Lincolnshire
Nottinghamshire Population: 752,000
Population: 1.1m
Population: 1.1m Population: 752,000
Workforce: 24,195 Workforce: 10,248
Workforce: 10,248
Workforce: 24,195 4 CCGs
5 CCGs
5 CCGs 4 CCGs
2 Acute Trusts 1 Acute Trust
1 Acute Trust
2 Acute Trusts 1 Mental Health Trust
1 Mental Health Trust
1 Mental Health Trust 1 Mental Health Trust
1 Community Trust 1 Community Trust
1 Community Trust
1 Community Trust 1 University
2 Universities
2 Universities 1 University
2 Health & Well-being Boards 1 Health & Well-being Board
1 Health & Well-being Board
2 Health & Well-being Boards
Derbyshire
Derbyshire
Population 1.0m
Leicestershire County &
Leicestershire County &
Population 1.0m
Workforce: 15,240
Workforce: 15,240 Rutland
Rutland
5 CCGs
5 CCGs Population: 1,017,000
Population: 1,017,000
2 Acute Trusts
2 Acute Trusts Workforce: 18,070
Workforce: 18,070
1 Mental Health Trust
1 Mental Health Trust 3 CCGs
3 CCGs
1 Community Trust
1 Community Trust 1 Acute Trusts
1 Acute Trusts
1 University
1 University 1 combined MH, Learning Disability
1 combined MH, Learning Disability
2 Health & Well-being Boards
2 Health & Well-being Boards & Community Trust
& Community Trust
2 Social Care Organisations
2 Social Care Organisations 3 Universities
3 Universities
3 Health & Well-being Board
3 Health & Well-being Board
Northamptonshire
Northamptonshire
Population: 704,800
Population: 704,800
Workforce: 12,200
Workforce: 12,200 Examples of other key
Examples of other key
2 CCGs
2 CCGs stakeholders
stakeholders
1 Independent Provider
1 Independent Provider Further Education
Further Education
2 Acute Trusts
2 Acute Trusts Local Medical Committees
Local Medical Committees
1 Mental Health Trust
1 Mental Health Trust Local Dental Committees
Local Dental Committees
1 University
1 University Local Pharmaceutical Committees
Local Pharmaceutical Committees
1 Health &
1 Health & Voluntary and Community Sectors
Voluntary and Community Sectors
Well-being Board
Well-being Board Trade Unions
Trade Unions
Coterminous with:
East Midlands Health Science Network, CLAHRCS (NDL/LNR), Clinical Research Networks (Comprehensive, Cancer, Diabetes, Medicines for Children, Mental Health,
Primary Care, Stroke), East Midlands Cardiovascular Network, EMColl, East Midlands Ambulance Service, EMHIEC, EMHSP, East Midlands Leadership Academy,
Medlink, Clinical Senate
6
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
8. LETB working arrangements
Education and Quality Finance and Enabling
Directorate Services Directorate
Workforce Directorate Innovation Directorate
Managing
Director
Derbys Leics Lincs Notts Northants
Workforce team Workforce team Workforce team Workforce team Workforce team
Local Health communities and partnerships
9. East Midlands LETB Education and Training Budget – 2012-13
General Practice £2m £3m
£9m Learning
£33m
Public
Beyond Health £26m
Registration Academic
£1m
£16m Foundation
Developments
£11m Programme
POSTGRAD
OTHER Widening Headroom MEDICAL
PROFESSIONS Access
£2m (MADEL) .£14m
(NMET)
Clinical £163m
Placement £90m MULTI- Deanery
Facilitators PROFESSIONAL Functions
£76m
EDUCATION AND £3m
TRAINING £6m
£3m
£59m (MPET) Hosted
National £76m
505969281
Training for
Wider
£384m Recruitment Dental
Workforce
Specialty
University Workforce &
£0.5m £4m Training
Tuition Fees Commissioning
Transition Mgt Team
MEDICAL
STUDENT STUDENT
6,903 Students
GRANTS £2m PLACEMENTS
£40m (SIFT) £73m 3,664 Training Posts
General
Practice
£76m
64,554 Placement
Medical School Secondary &
Weeks
£1m
Support Community Care
9
11. East Midlands Non-Medical Trainees : Feb 2013
East Midlands Local Education and Training Board
H
A sub-committee of NHS Midlands and East
Healthcare
Science MPPM
Nursing Practitioner
29
Health Healthcare s (STP)
Nursing – – Mental
Visitors Science
Dual Health (pre MSC) 40
Registratio 143
720 17
n7
Biomedica
Pre l Science
Registration Dental 23
Nursing – Pharmacy Therap
Scientists
Learning y 24
37 161
Disabilitie
s
Audiology
138
52
Nursing &
Midwifery Paramedi
Nursin
g– 4211 Physiotherap
cs
Child y 72
319
Non-Medical Trainees 441
Podiatry
6510
73
Midwifery Child
Psychotherapists
Operating
Allied Health
400 Nursing –Adult 2
Department Professional Speech &
2627 Practitioners
s 1705 Language
130 Therapy
258
Clinical
Psycholog
y
97
Radiography
–
Occupationa Diagnostic
Dietetics
l Therapy
131 164
509 Radiography –
Therapeutic
57
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
12. Values and BehavioursAims & Objectives Strategic Intentions Priority focus Goal
Delivered through Operating model
Deliver aa workforce which
Deliver workforce which
meet the needs of the
meet the needs of the
Inspire and Innovate patient
patient
Tackling the
Focus on innovation in
Focus on innovation in workforce
everything we do
everything we do implications of
changing patterns
of care in A&E
Be fully inclusive and
Be fully inclusive and
engage with all
engage with all
Own the Solution Develop a
stakeholders of education
stakeholders of education
and training in East Enabling the high quality,
and training in East
Midlands
Midlands
workforce to make safe and
service sustainable
improvement
everyone’s
workforce to
Drive improvement in
Drive improvement in business meet the
Quality and Safety
Quality and Safety healthcare
needs of the
Put People First
people of
Multi-professional
Deliver provider led, value alignment the East
Deliver provider led, value
for money outcomes in an throughout the Midlands
for money outcomes in an
efficient, effective and new system
efficient, effective and
professional manner
professional manner
Making Every
Contact Count
Be an organisation where
Be an organisation where through the
Listen to and Value confident people are excited,
confident people are excited, workforce
Everyone committed and proud to work
committed and proud to work
Measured through Balanced Scorecard
13. East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
What kinds of things might we see?
Tackling the wicked issues
Doing things differently – doing different things
Mindset for innovation
Courageous and measured risks
Staff with the skills to continuously improve patient care
New opportunities for staff CPD
Working more flexibly, stretching and bridging boundaries
Recruiting and training for values
Measuring success through patients’ eyes
Listening more to the student and trainee voice
Relentless focus on improving education quality and the
training environment
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
14. What it will mean for students/trainees East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
Improved quality of and greater flexibility
in education and training
Meaningful career pathways
Greater flexibility around
professional boundaries
Adventurous innovation - an expected mindset
Research into practice
Understand and be part of the vision
for a better healthcare system
High quality education and training environment
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
15. What it will mean for patients … East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
Those looking after you
being closer to your home
‘You really do matter’
A service that runs for
your benefit, not its own
Most appropriate types of
professionals providing your
healthcare
Care delivered with compassion
Being treated with dignity and respect and as an individual
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
16. What it will mean for staff who deliver healthcare… East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
The LETB will work in partnership
with providers to support workforce
development, education and training
for staff, with the aim of influencing
values and behaviours
Increased meaning / purpose
Happy to ‘go the extra mile’
‘What you do makes a difference’
Positive and collaborative team working
Great relationships / great place to work
Freedom to try new things and learn
‘Problems as opportunities’ to learn and innovate
Better trained and educated staff
Staff who are better able to deliver the kind of care they want to deliver
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
17. East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
Get involved
www.eastmidlandsletb.net
Register with us to receive regular LETB updates
Follow us on Twitter: @EastMidsLETB
Feedback: Sarah.Hoyle@nhs.net
Call us: 0115 968 4406
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
18. East Midlands Local Education and Training Board
A sub-committee of NHS Midlands and East
http://eastmidlandsletb.net/ East Midlands Local Education and Training Board
As part of our goal we… Identify and agree local priorities for education and training, to ensure security of supply of the skills and people providing health and public health services; Plan and commission education and training on behalf of the local health community in the interests of sustainable, high quality service provision and health improvement; Are a forum for developing the whole health and public health workforce. More on our values Inspire and Innovate We use our leadership to inspire others. We are ambitious for service improvement & openly embrace new thinking. Own the Solution When we spot problems or opportunities, we see it as our duty to solve them or to ensure they are acted upon by those best able to do so. In this task we will always go the extra mile and do what we say we will do. Put People First We put patients, trainees & colleagues at the centre of everything we do and care about the people we work with and serve. We are great to work with and strive to achieve the best outcomes for everyone. Listen to and Value Everyone We actively seek to include people affected by our work, building those relationships to improve the quality of everything we do. We champion diversity. How are we different? In addition to taking over the previous role of the SHA, the new LETBs will: Increase engagement with all stakeholders at a local level. Ensure Providers have a role in determining workforce priorities. Have the flexibility to invest in education, training and development in order to support innovation. Work with new Academic Health Science Networks (AHSNs) to promote service improvement. Provide quality education at a local level. Our Organisational Development Plan provides details of how we are living our values and how we will translate them into tangible improvement in experience and outcomes for our population and staff.
Meeting the needs of our patients in the East Midlands, through delivery of safe, high quality care is dependent on having the right workforce capacity and capability, in the right place, with the right education, skills and behaviours. Doing more of the same will not deliver our ambition for our patients – both in terms of the services we offer, or the way we develop our workforce. Our aspiration for EMLETB is that it will: · Plan, educate, train and develop the healthcare workforce that is needed in order to deliver safe, high quality and responsive primary care, community health services, public health and patient care in acute settings, for the people of the East Midlands, now and into the future · Focus on delivering today as well as creating the conditions for high performance tomorrow This is an opportunity to make demonstrable improvements in the quality and experience of patients through new ways of working and delivery of high quality education and skills for the whole healthcare workforce.
System wide structure: East Midlands Local Education and Training Board (LETB): Role of the LETB is to ensure the security of supply of a multi-professional flexible workforce with the right skills, behaviours and attitudes to deliver safe, high quality patient-centred care across the East Midlands and within the wider healthcare system, in line with the Education Outcomes Framework and other national outcomes frameworks. System Locality Structure: Five Local Education and Training Councils (LETCs): Role of the LETC is to inform, influence and shape the strategy and to deliver at a local level, in line with the devolved model of operation across the system. The LETC will assume many of the responsibilities currently undertaken by the SHA including: Identifying and agreeing local priorities for education , training and development Planning and commissioning education and training including up skilling the existing workforce Ensuring the quality of education provision (academic and clinical learning) Providing Postgraduate Medical and Dental Education ( PMDE )
The East Midlands LETB will be the vehicle for providers and professionals (working with Health Education England) to improve the quality of education and training outcomes so that they meet the needs of service providers, patients and the public. Through HEE, health and public health providers will have strong input into the development of national strategies and priorities so education and training can adapt quickly to new ways of working and new models of service. LETBs may also take on specific leadership roles for particular professional groups, such as the smaller professions and commissioning specialist skills.
Stakeholder engagement – building sustainable and productive partnerships across a range of organisations and individuals
Located across the East Midlands The workforce we support serve a population of >4 million We are committed to working with and enabling Providers across the region £384m spend (MPET allocation £375m, carry forward £4m, NIHR £3m, Lincs PCT £2m) 6,900 non medical students 3,700 medical training posts 65,000 medical student clinical placement weeks 180 members of staff Slide updated 13.2.13 by Belinda
Slide updated 18.2.13 By Jonathan King 3405 medical trainees across the East Midlands 909 Foundation 659 GP 518 Medicine 302 Surgery 199 Anaesthetics 195.5 Paediatrics and Child Health 167 Psychiatry
Slide updated 15.2.13 by Nicki Ferrin
Strategy on a page The diagram demonstrates how all the dimensions come together to form our initial “Strategy on a page”. The strategic intentions map closely to the NHS values. Priority Focus Following engagement with our providers and analysis of the key performance issues in the East Midlands, the priorities we have identified for our first year of operation are: Tackling the workforce implications of changing patterns of care in A&E Enabling the workforce to make service improvement everyone’s business Multi-professional alignment throughout the new system Making Every Contact Count through the workforce These improvement priorities have been highlighted through engagement events with healthcare providers and other strategic partners in the East Midlands during 2011 and 2012 and have been endorsed at the Shadow Board. A programme management approach has been implemented under the leadership of the Managing Director and further activity is on-going to define deliverables and inform plans for 2013/14. They are reflected in the Workforce Development and Education Investment Plan for 2013/14 that was discussed by the Shadow Board on 26 September 2012 and will be endorsed at November 2012 Board. Workforce planning priorities for 2012/13: Really understanding the changing patterns of healthcare need, prevention and care so as to have a clear transparent strategy for developing the appropriate capacity and capability in the healthcare workforce. Enhancing the quality and safety of healthcare services through workforce innovation, development and learning. We are piloting an innovation and improvement framework in 2012/13 to underpin this shift To fully explore the changing shape of the medical workforce, a debate started by the CfWI report, and the implications for education and training Delivery of national priorities for quality, innovation, prevention and productivity, within financial constraints
If we do what’s always been done – we’ll get what we’ve always got. That’s no way to bring about the transformation the healthcare system needs. We’re developing our thinking and moving towards … · Tackling the ‘wicked issues’ that have held back the NHS for years · Doing things differently and doing different things - changing the way education, training and continuing professional development happen in the East Midlands · Innovating adventurously, promoting a ‘mindset for innovation’ by removing cultural barriers such as “we’ve always done it like that… · Taking courageous and measured risks and learning along the way, sharing the benefits across the patch Staff with the skills to continuously improve patient care · Enabling empowered staff to have a passion for excellence New opportunities for staff CPD · Encouraging staff to work flexibly, stretching and bridging current professional boundaries, finding new ways to deliver better ‘joined up’ services for patients · Promoting recruitment for attitude - staff with values and behaviours that match our vision for a new ‘can do’, empowered’ culture across healthcare Measuring success through the eyes of what matters to the patient as our ‘number one customer’ Relentless focus on improving education quality and the training environment
… Improved quality of and greater flexibility in education and trainin Meaningful career pathways Greater flexibility around professional boundaries · Adventurous innovation will become the norm and an expected ‘mindset’ · You will draw on research and put it into practice to improve services You ’ ll understand and be part of the vision for a better healthcare system You’ll receive high quality education and training in a high quality environment
As a patient: · Those looking after you being closer to your home, so you don’t have to go into hospital for treatment · A sense that ‘you really do matter’ and that the service has you as its focus · A service that runs for your benefit, not its own · Most appropriate types of professionals providing your healthcare · Care delivered with compassion Being treated with dignity and respect and as an individual Patients We will place the patient at the centre of everything we do and consider the impact on their experience of our workforce planning, education and training of the staff that care for them. We hear many examples of patients receiving exceptional care in the East Midlands and would like this to be the experience of every patient on every occasion. Poor communication is still one of the most common reasons for people to bring complaints about the NHS. In the report “Listening and Learning” the Parliamentary and Health Ombudsman highlighted how communication can directly impact on successful clinical treatment, turning a patient’s story of their experience with the NHS from one of success to one of frustration, anxiety and dissatisfaction. Much of the difference in the quality, safety and experience of patients is made by the skills, care and compassion of staff. Our aim is to develop a workforce that is able to deliver the care that we all aspire to for our families and ourselves.
The LETB will work in partnership with providers to support workforce development, education and training for staff, with the aim of influencing values and behaviours Increased meaning / purpose Happy to ‘go the extra mile’ ‘ What you do makes a difference’ Positive and collaborative team working Great relationships / great place to work Freedom to try new things and learn ‘ Problems as opportunities’ to learn and innovate Better trained and educated staff Staff who are better able to deliver the kind of care they want to deliver Staff We know that staff experience is an important predictor of patient experience and crucial to ensuring we attract and retain the quality talent we require for the future. Good staff experience has been proven to link to a range of positive outcomes, including high quality care for patients3, better health and well-being for staff4, higher levels of commitment, effective team working, reduced work pressure, creativity and innovation. We will seek to drive improvement patient safety and experience through a culture relentless focussed on patient and staff experience.
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