For those with long term conditions it is important to ensure that we not only add years to life, but add life to those years. Looking across the specialties NHS Improvement works with we have identified four key areas across the pathway where patients and carers want improvements:
- Stabilising the condition to get patients back to living their lives
- Supporting patients to live their lives through monitoring and review
- Timely intervention to the appropriate service when things go wrong
- Providing choice and support towards the end of life
All change on the NHS (dental) contracts frontAtkinspire Ltd
I review recent and ongoing changes to NHS dental contracts and suggest some good housekeeping actions that could save you having contractual problems in the future.
Fulfilling the potential - A better journey for patients and a better deal fo...NHS Improvement
Fulfilling the potential - A better journey for patients and a better deal for the NHS
We have seen spread and adoption of enhanced recovery pathways to many specialities beyond the original four surgical specialities. Our challenge now is to ensure that all patients that can benefit from this approach do so. This publication shows professionals and commissioners how this can be achieved. (April 2012)
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
Here are the key steps in the Model for Improvement:
1. Form a team who are familiar with the process that needs improvement.
2. Establish clear and measurable aims for the process using a specific time frame.
3. Select changes that you think will result in an improvement.
4. Use PDSA cycles to test changes on a small scale. Plan the test, Do it, Study the results, Act on what is learned. Cycles can be as small as 1 test patient.
5. Implement changes that work on a broader scale, and continue to use PDSA cycles to evaluate impact and guide further improvement.
6. Continuously measure to ensure improvements are sustained over time
This document provides an overview and introduction to NHS Continuing Healthcare. It discusses the difference between health care and social care, and how the NHS Continuing Healthcare framework determines if a person has a "primary health need" and is eligible for fully funded NHS care. The key steps in the NHS Continuing Healthcare process include using the Fast Track Pathway Tool, Checklist, and Decision Support Tool to assess a person's needs and make a recommendation about their eligibility.
This document provides an overview of NHS Continuing Healthcare. It discusses the differences between health care and social care, and outlines the framework and tools used to determine eligibility for NHS Continuing Healthcare, including the Fast Track Pathway Tool, Checklist, and Decision Support Tool. The document emphasizes that eligibility is based on the level of an individual's care needs and whether their primary need is for health care rather than social care. It provides guidance on assessing needs against the criteria of nature, intensity, complexity and unpredictability to determine if someone has a primary health need.
Spotlight on continuing health care in strokeNHS Improvement
Stroke patients often have complex needs that make them eligible for NHS continuing healthcare (CHC) funding. However, the CHC process can be time-consuming and delay discharge from hospitals. Several recommendations are provided to streamline the process, including designating a coordinator, integrating social workers into care teams, and conducting assessments in post-acute settings rather than hospitals. Examples from hospitals in England demonstrate how roles like discharge coordinators and computer systems can reduce duplication and speed up the process.
All change on the NHS (dental) contracts frontAtkinspire Ltd
I review recent and ongoing changes to NHS dental contracts and suggest some good housekeeping actions that could save you having contractual problems in the future.
Fulfilling the potential - A better journey for patients and a better deal fo...NHS Improvement
Fulfilling the potential - A better journey for patients and a better deal for the NHS
We have seen spread and adoption of enhanced recovery pathways to many specialities beyond the original four surgical specialities. Our challenge now is to ensure that all patients that can benefit from this approach do so. This publication shows professionals and commissioners how this can be achieved. (April 2012)
The Role And Value Of Primary Care Practiceprimary
This document summarizes discussions from a 2002 conference on building consensus for healthcare reform in Canada. It includes summaries of two presentations:
1. Marie-Dominique Beaulieu's presentation on the role and value of primary care. She defines primary care and argues for strengthening it in Canada. She calls for changes like developing primary care teams with nurses and better information systems.
2. Howard Bergman's presentation in which he argues for strengthening and transforming primary care as the foundation of the healthcare system. He calls for an evidence-based approach and investing in primary care to improve health outcomes. Both agree comprehensive reform is needed, not just changes to primary care itself.
Here are the key steps in the Model for Improvement:
1. Form a team who are familiar with the process that needs improvement.
2. Establish clear and measurable aims for the process using a specific time frame.
3. Select changes that you think will result in an improvement.
4. Use PDSA cycles to test changes on a small scale. Plan the test, Do it, Study the results, Act on what is learned. Cycles can be as small as 1 test patient.
5. Implement changes that work on a broader scale, and continue to use PDSA cycles to evaluate impact and guide further improvement.
6. Continuously measure to ensure improvements are sustained over time
This document provides an overview and introduction to NHS Continuing Healthcare. It discusses the difference between health care and social care, and how the NHS Continuing Healthcare framework determines if a person has a "primary health need" and is eligible for fully funded NHS care. The key steps in the NHS Continuing Healthcare process include using the Fast Track Pathway Tool, Checklist, and Decision Support Tool to assess a person's needs and make a recommendation about their eligibility.
This document provides an overview of NHS Continuing Healthcare. It discusses the differences between health care and social care, and outlines the framework and tools used to determine eligibility for NHS Continuing Healthcare, including the Fast Track Pathway Tool, Checklist, and Decision Support Tool. The document emphasizes that eligibility is based on the level of an individual's care needs and whether their primary need is for health care rather than social care. It provides guidance on assessing needs against the criteria of nature, intensity, complexity and unpredictability to determine if someone has a primary health need.
Spotlight on continuing health care in strokeNHS Improvement
Stroke patients often have complex needs that make them eligible for NHS continuing healthcare (CHC) funding. However, the CHC process can be time-consuming and delay discharge from hospitals. Several recommendations are provided to streamline the process, including designating a coordinator, integrating social workers into care teams, and conducting assessments in post-acute settings rather than hospitals. Examples from hospitals in England demonstrate how roles like discharge coordinators and computer systems can reduce duplication and speed up the process.
Meeting the challenge together... delivering care in the most appropriate set...NHS Improvement
Meeting the challenge together... delivering care in the most appropriate setting (October 2008). This document has been designed to support the pilot sites (now starting to test new ideas working with partners in primary care and social care) but will also be of interest to other organisations attempting to reform inpatient care (Published October 2008).
Stuart Lane: Choice and shared decision makingNuffield Trust
The document summarizes a presentation on personal health budgets given at the Nuffield Trust Annual Health Strategy Summit in 2011. The presentation discusses how personal health budgets aim to give patients more control over their healthcare by enabling them to choose services that suit their needs. It notes the potential benefits for patients' health, wellbeing and experience. It also highlights opportunities to learn from personalization in social care and to take new approaches to public service delivery through co-production and breaking down barriers between professionals and recipients. Challenges include driving cultural change in the healthcare system and developing robust evidence to demonstrate the effectiveness and efficiencies of personal health budgets.
Katrina Percy: Our plans to transform health care delivery in HampshireNuffield Trust
This document outlines Hampshire Community Health Care's plans to transform health care delivery in Hampshire through an integrated care model. HCHC aims to reduce unnecessary hospital admissions and acute hospital length of stay by 15% while lowering costs by 15% through a new model of care. They plan to reduce acute bed days for older people by 40% and achieve better outcomes by integrating care across primary, community, acute, and social care services through federated groups. This integrated care system aims to improve patient experiences and outcomes by providing more coordinated care with fewer hand-offs between providers.
The document provides guidance on marketing to the NHS. It advises to consider individuals in the marketing process, treat change as an opportunity, and engage commercially with the NHS. It also notes the NHS is not a single entity and its parts are not always joined up. Quality improvement initiatives like QIPP and the NHS Outcomes Framework aim to improve efficiency, outcomes and patient experience.
Saint Peter's University Hospital has achieved "Senior Friendly" status through its participation in the NICHE program, which aims to improve care for older adult patients. As a NICHE hospital, Saint Peter's has implemented initiatives like Care Companions and Silver Spoons to assist senior patients, and has invested in aging-sensitive policies and input from seniors and their families. The designation recognizes Saint Peter's commitment to providing exemplary, patient-centered care for older adults through specialized programs and staff training.
Katrina Percy: Working with partners to deliver high quality health and socia...The King's Fund
Katrina Percy, Chief Executive of Southern Health NHS Foundation Trust, talks about the health system in Hampshire and the key elements of Southern Health’s integrated care strategy.
This document discusses various methods of intervention and change in community psychology, including consultation, crisis intervention, early childhood interventions like Head Start programs, and self-help groups. Consultation involves a consultant providing expertise to help a consultee better serve their clients. Crisis intervention aims to help people in acute stress to prevent chronic mental illness. Head Start prepares disadvantaged preschoolers for school through locally run programs. Self-help groups provide emotional support and coping strategies through shared experiences. Paraprofessionals and community health workers also extend the reach of professionals.
Empowering and enabling charities to become trusted partners in the commissio...CharityComms
This document discusses Neurological Commissioning Support (NCS), a partnership between neurological charities that aims to empower charities and enable them to become trusted partners in the healthcare commissioning process. NCS provides consultancy services to health and social care commissioners, helping them design and redesign neurological services from a patient perspective. Case studies are presented showing how NCS has worked with commissioners in Cornwall and Surrey to map services, identify gaps, and prompt service improvements through data analysis and input from patients and professionals. Tools that NCS and voluntary organizations can provide to commissioners are also outlined.
The document summarizes the Special Care Center, a service created by AtlantiCare to provide coordinated care for patients with chronic conditions. The Special Care Center aims to (1) manage chronic conditions effectively through a patient-centered medical home model, (2) reduce healthcare costs by focusing on preventative care and avoiding unnecessary emergency visits and hospitalizations, and (3) improve patient outcomes by providing integrated care, health coaching, open access to providers and services, and an emphasis on the patient experience. Since opening in 2007, the Special Care Center has expanded its services and grown to over 2,600 enrolled patients.
The changing vanguard workforce, pop up uni, 11am, 2 september 2015NHS 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
Martin McShane outlines how the NHS Commissioning Board works and how it supports clinicians, health care professionals and people in the community to enhance the quality of life for people with long-term conditions.
This document discusses a new partnership between Family Health Teams (FHTs) and Public Health in Ontario. There are currently 152 approved FHTs serving over 2.75 million patients. FHTs aim to provide excellent primary health care through interdisciplinary teams of 2-25 physicians providing comprehensive care, chronic disease management, health promotion, and round-the-clock coverage with IT support. The document outlines steps for FHTs to improve quality of care through developing organizational frameworks, building interdisciplinary teams, and building links to community partners. It presents a framework involving a care model, improvement model, and learning model to guide this transition, with the goal of improving clinical, functional and population health outcomes.
Nicole Vitali has over 30 years of experience as a physiotherapist. She has worked in both clinical and community settings, coordinating programs for chronic disease prevention and management. Her skills include program development and management, policy writing, project management, and injury prevention. She currently works as a senior physiotherapist for a community physiotherapy service.
Equality for all: delivering safe care, seven days a week NHS Improvement
Equality for all: delivering safe care, seven days a week
NHS Improvement has been working with clinical teams across health and social care to find examples of equality of treatment and outcome regardless of the day of the week.
Mind the gap: ways to enhance therapy provision in stroke rehabilitation
This document, being launched at the UK Stroke Forum this week, explores some of the different models adopted by therapy services to deliver more rehabilitation and provides further detail about 45 minutes, process and outcomes.
(Published November 2011)
The document discusses implementing a strategic plan and performance measurement framework for an oncology program. It outlines establishing goals across five key dimensions: patient experience, clinical outcomes, financials, workforce, and system integration. A strategy map and balanced scorecard will be used to link goals, monitor progress, and enhance accountability. Regular performance reporting is needed to effectively manage processes and clinical/operational outcomes toward achieving excellence in cancer care.
What your organisation needs to know about personal health budgets, communica...CharityComms
Jaimee Lewis, Think Local, Act Personal
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
Continuing to Improve Cardiac Services - National Project Summaries 2009/10NHS Improvement
Continuing to Improve Cardiac Services - National Project Summaries 2009/10
This document details the areas that the Heart Improvement Programme has been working on during 2009/10, briefly describing the various ideas that have been tested by commissioners and providers across England
Baton Rouge General employees are encouraged to complete the new BRG Fit wellness program to improve their health and earn financial incentives. Over 2,059 employees have completed biometric screenings and assessments. Employees must finish by March 31 to receive a $250 or $125 cash card. The newsletter provides upcoming dates for biometric screenings and encourages employees to register for upcoming charity walks to support the community and be entered to win prizes. Baton Rouge General staff also volunteered at the inaugural Louisiana Marathon by providing medical support.
Presentation by Paula Lorgelly - Beyond QALYs: A Quantum Leap Forward or a Le...Office of Health Economics
OHE’s Paula Lorgelly took part in the Future of Value: Insights from the Experts panel discussion, Indianapolis, on 1 March 2016.
Paula presented a paper which discusses issues with going 'beyond quality adjusted life years (QALYs)' when valuing health care interventions. There are three dimensions to consider when going beyond QALYs: develop a better measure of health (e.g. one that could be condition-specific); use broader measures of benefit; consider a societal perspective (e.g. include productivity loss and carers’ effects).
Paula’s presentation focused on utilising a broader measure of benefit, focusing on alternative such as the capability approach and subjective wellbeing measures.
The panel was sponsored by Eli Lilly.
The Quality and Outcomes Framework (QOF) was introduced in 2004 as part of the new GP contract to incentivize and measure quality in primary care. It contains clinical, organizational, and patient experience indicators and practices are financially rewarded for meeting targets. While QOF improved quality initially, its effects have plateaued with average achievement over 90%. There are also concerns it does not optimally target the interventions that could most improve population health and that some gaming of the system occurs through exception reporting. Reforms are needed to make QOF more challenging and better aligned with local health priorities.
Meeting the challenge together... delivering care in the most appropriate set...NHS Improvement
Meeting the challenge together... delivering care in the most appropriate setting (October 2008). This document has been designed to support the pilot sites (now starting to test new ideas working with partners in primary care and social care) but will also be of interest to other organisations attempting to reform inpatient care (Published October 2008).
Stuart Lane: Choice and shared decision makingNuffield Trust
The document summarizes a presentation on personal health budgets given at the Nuffield Trust Annual Health Strategy Summit in 2011. The presentation discusses how personal health budgets aim to give patients more control over their healthcare by enabling them to choose services that suit their needs. It notes the potential benefits for patients' health, wellbeing and experience. It also highlights opportunities to learn from personalization in social care and to take new approaches to public service delivery through co-production and breaking down barriers between professionals and recipients. Challenges include driving cultural change in the healthcare system and developing robust evidence to demonstrate the effectiveness and efficiencies of personal health budgets.
Katrina Percy: Our plans to transform health care delivery in HampshireNuffield Trust
This document outlines Hampshire Community Health Care's plans to transform health care delivery in Hampshire through an integrated care model. HCHC aims to reduce unnecessary hospital admissions and acute hospital length of stay by 15% while lowering costs by 15% through a new model of care. They plan to reduce acute bed days for older people by 40% and achieve better outcomes by integrating care across primary, community, acute, and social care services through federated groups. This integrated care system aims to improve patient experiences and outcomes by providing more coordinated care with fewer hand-offs between providers.
The document provides guidance on marketing to the NHS. It advises to consider individuals in the marketing process, treat change as an opportunity, and engage commercially with the NHS. It also notes the NHS is not a single entity and its parts are not always joined up. Quality improvement initiatives like QIPP and the NHS Outcomes Framework aim to improve efficiency, outcomes and patient experience.
Saint Peter's University Hospital has achieved "Senior Friendly" status through its participation in the NICHE program, which aims to improve care for older adult patients. As a NICHE hospital, Saint Peter's has implemented initiatives like Care Companions and Silver Spoons to assist senior patients, and has invested in aging-sensitive policies and input from seniors and their families. The designation recognizes Saint Peter's commitment to providing exemplary, patient-centered care for older adults through specialized programs and staff training.
Katrina Percy: Working with partners to deliver high quality health and socia...The King's Fund
Katrina Percy, Chief Executive of Southern Health NHS Foundation Trust, talks about the health system in Hampshire and the key elements of Southern Health’s integrated care strategy.
This document discusses various methods of intervention and change in community psychology, including consultation, crisis intervention, early childhood interventions like Head Start programs, and self-help groups. Consultation involves a consultant providing expertise to help a consultee better serve their clients. Crisis intervention aims to help people in acute stress to prevent chronic mental illness. Head Start prepares disadvantaged preschoolers for school through locally run programs. Self-help groups provide emotional support and coping strategies through shared experiences. Paraprofessionals and community health workers also extend the reach of professionals.
Empowering and enabling charities to become trusted partners in the commissio...CharityComms
This document discusses Neurological Commissioning Support (NCS), a partnership between neurological charities that aims to empower charities and enable them to become trusted partners in the healthcare commissioning process. NCS provides consultancy services to health and social care commissioners, helping them design and redesign neurological services from a patient perspective. Case studies are presented showing how NCS has worked with commissioners in Cornwall and Surrey to map services, identify gaps, and prompt service improvements through data analysis and input from patients and professionals. Tools that NCS and voluntary organizations can provide to commissioners are also outlined.
The document summarizes the Special Care Center, a service created by AtlantiCare to provide coordinated care for patients with chronic conditions. The Special Care Center aims to (1) manage chronic conditions effectively through a patient-centered medical home model, (2) reduce healthcare costs by focusing on preventative care and avoiding unnecessary emergency visits and hospitalizations, and (3) improve patient outcomes by providing integrated care, health coaching, open access to providers and services, and an emphasis on the patient experience. Since opening in 2007, the Special Care Center has expanded its services and grown to over 2,600 enrolled patients.
The changing vanguard workforce, pop up uni, 11am, 2 september 2015NHS 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
Martin McShane outlines how the NHS Commissioning Board works and how it supports clinicians, health care professionals and people in the community to enhance the quality of life for people with long-term conditions.
This document discusses a new partnership between Family Health Teams (FHTs) and Public Health in Ontario. There are currently 152 approved FHTs serving over 2.75 million patients. FHTs aim to provide excellent primary health care through interdisciplinary teams of 2-25 physicians providing comprehensive care, chronic disease management, health promotion, and round-the-clock coverage with IT support. The document outlines steps for FHTs to improve quality of care through developing organizational frameworks, building interdisciplinary teams, and building links to community partners. It presents a framework involving a care model, improvement model, and learning model to guide this transition, with the goal of improving clinical, functional and population health outcomes.
Nicole Vitali has over 30 years of experience as a physiotherapist. She has worked in both clinical and community settings, coordinating programs for chronic disease prevention and management. Her skills include program development and management, policy writing, project management, and injury prevention. She currently works as a senior physiotherapist for a community physiotherapy service.
Equality for all: delivering safe care, seven days a week NHS Improvement
Equality for all: delivering safe care, seven days a week
NHS Improvement has been working with clinical teams across health and social care to find examples of equality of treatment and outcome regardless of the day of the week.
Mind the gap: ways to enhance therapy provision in stroke rehabilitation
This document, being launched at the UK Stroke Forum this week, explores some of the different models adopted by therapy services to deliver more rehabilitation and provides further detail about 45 minutes, process and outcomes.
(Published November 2011)
The document discusses implementing a strategic plan and performance measurement framework for an oncology program. It outlines establishing goals across five key dimensions: patient experience, clinical outcomes, financials, workforce, and system integration. A strategy map and balanced scorecard will be used to link goals, monitor progress, and enhance accountability. Regular performance reporting is needed to effectively manage processes and clinical/operational outcomes toward achieving excellence in cancer care.
What your organisation needs to know about personal health budgets, communica...CharityComms
Jaimee Lewis, Think Local, Act Personal
Changing the game: positioning your charity to succeed in the new health service market conference
www.charitycomms.org.uk/events
Continuing to Improve Cardiac Services - National Project Summaries 2009/10NHS Improvement
Continuing to Improve Cardiac Services - National Project Summaries 2009/10
This document details the areas that the Heart Improvement Programme has been working on during 2009/10, briefly describing the various ideas that have been tested by commissioners and providers across England
Baton Rouge General employees are encouraged to complete the new BRG Fit wellness program to improve their health and earn financial incentives. Over 2,059 employees have completed biometric screenings and assessments. Employees must finish by March 31 to receive a $250 or $125 cash card. The newsletter provides upcoming dates for biometric screenings and encourages employees to register for upcoming charity walks to support the community and be entered to win prizes. Baton Rouge General staff also volunteered at the inaugural Louisiana Marathon by providing medical support.
Presentation by Paula Lorgelly - Beyond QALYs: A Quantum Leap Forward or a Le...Office of Health Economics
OHE’s Paula Lorgelly took part in the Future of Value: Insights from the Experts panel discussion, Indianapolis, on 1 March 2016.
Paula presented a paper which discusses issues with going 'beyond quality adjusted life years (QALYs)' when valuing health care interventions. There are three dimensions to consider when going beyond QALYs: develop a better measure of health (e.g. one that could be condition-specific); use broader measures of benefit; consider a societal perspective (e.g. include productivity loss and carers’ effects).
Paula’s presentation focused on utilising a broader measure of benefit, focusing on alternative such as the capability approach and subjective wellbeing measures.
The panel was sponsored by Eli Lilly.
The Quality and Outcomes Framework (QOF) was introduced in 2004 as part of the new GP contract to incentivize and measure quality in primary care. It contains clinical, organizational, and patient experience indicators and practices are financially rewarded for meeting targets. While QOF improved quality initially, its effects have plateaued with average achievement over 90%. There are also concerns it does not optimally target the interventions that could most improve population health and that some gaming of the system occurs through exception reporting. Reforms are needed to make QOF more challenging and better aligned with local health priorities.
NHS Improvement AMS Workshop London 5th May4 All of Us
Hosted by both NHS Improvement and Public Health England, this workshop, intended for NHS staff involved with antimicrobial stewardship activities within primary care; commissioning organisations; acute, community and mental health care provider organisations.
1. Learn about what is new in 2016-17 – AMR CQUIN & Quality Premium; PHE Fingertips; Behavioural strategies for AMR
2. Sharing success – learn about what worked well
3. Discuss what this means for your local health economy
4. Start planning local AMR networks – what might these look like? How to get started
The document discusses Channel Quality Indicator (CQI) reporting in HSDPA networks. It states that the CQI value reported by a terminal is a function of the multipath environment, terminal receiver type, ratio of interference from the own base station versus others, and expected HSDPA power availability from the base station. This approach allows CQI to accommodate different receiver implementations and environments to indicate the best data rates needed. CQI informs the base station scheduler of the data rate the terminal can receive. The higher the assumed HSDPA power allocation and the closer to the base station, the higher the reported CQI value.
The document summarizes a study that analyzed the impact of the Quality and Outcomes Framework (QOF), a pay-for-performance scheme introduced in 2004 for primary care in the UK. The study used an interrupted time series analysis of clinical quality data from 1998 to 2007 to evaluate whether quality of care improved for conditions like asthma, coronary heart disease, and diabetes after the introduction of QOF. The results showed QOF accelerated short-term quality improvements for asthma and diabetes but had a more mixed impact for coronary heart disease. Post-QOF trends differed between incentivized and non-incentivized quality measures for some conditions. Overall, the study found significant quality improvements over time but a nuanced effect of the Q
This document provides an overview of continuous quality improvement (CQI) principles and models. It discusses key concepts like quality, quality improvement, and quality improvement models including PDCA, FADE, PDSA, and Six Sigma. The core steps of CQI involve forming a team, defining clear aims and measures of success, understanding customer needs, testing changes using the scientific method, and continuously monitoring improvements. Commonly used CQI tools include fishbone diagrams, flowcharts, histograms, Pareto charts, and run charts. The goal of CQI is to turn thoughts into ongoing, incremental improvements through analysis and monitoring to ensure quality outputs.
The best of clinical pathway redesign - practical examples of delivering bene...NHS Improvement
The examples here showcase just some of the innovations that have enabled thousands of patients to enjoy better health and well-being thanks to practicalservice improvements implemented on various clinical pathways
Spotlight on six month reviews in stroke treatmentNHS Improvement
1) Stroke patients are offered reviews of their health, social care needs, and prevention needs typically within 6 weeks and 6 months after being discharged from the hospital.
2) The reviews help ensure patients receive necessary care and support as well as identify areas for improvement in the assessment process.
3) Feedback from patients found the reviews were beneficial as they helped patients access important programs and support that aided their recovery.
Adult survivorship: from concept to innovationNHS Improvement
The National Cancer Survivorship Initiative (NCSI) is a partnership between the Department of Health, Macmillan Cancer Support and NHS Improvement. As part of this initiative, NHS Improvement is testing approaches to care and support that ensures that we are moving to a position of not only supporting recovery from their disease, but also their future health and wellbeing through sustaining that recovery. During the last few years a proof of principle has been established which if transferable from the test sites to other organisations will begin the process of spread across the NHS and provide national risk stratified effective pathways for breast, colorectal and prostate cancers.
Spotlight on patient and public engagement and experience in stroke careNHS Improvement
The document summarizes efforts to improve patient and public engagement and experience in the NHS, specifically for stroke care. It describes how the South Central Cardiovascular Network developed a model for meaningful involvement through a "people bank" to recruit and train patient representatives. It also highlights a resource directory for stroke patients and families developed in Shropshire, and a three-year project working with stroke survivors and carers to develop an engagement charter.
The document discusses the Experience of Care NHS program which aims to ensure patients, carers, families, and staff have positive experiences of care. It does this by collaborating with health and social care stakeholders to accelerate understanding and spread of best practices. The program recognizes that transformational change is needed across the health system. It works to improve care quality by achieving large-scale improvements and supporting key priority areas. The involvement of patients, carers, and the public is crucial to shaping services.
Stroke rehabilitation in the community: commissioning for improvementNHS Improvement
Stroke rehabilitation in the community: commissioning for improvement
provides a comprehensive guide to the development of effective community rehabilitation services. Together with detailed examples of good practice and information about early supported discharge (ESD) service models implemented in England, it explores factors which influence local commissioning, and identifies tools to assist with commissioning and funding rehabilitation. This new publication is particularly relevant to the emerging commissioning landscape, the development of a new outcomes framework, and the positioning of stroke within long term conditions. (Published July 2012)
This document discusses implementing seven day therapy services for stroke patients. It emphasizes that good planning is essential using tools like demand and capacity analysis. It also stresses allowing time to address staff concerns about increased workloads and new schedules. The sustainability of stretching five day resources across seven days also needs consideration, as does ensuring equity of access to treatment based on patient need rather than expecting daily therapy for all. Anxiety over work-life balance, unfamiliarity with evidence, and staffing/resource issues can influence implementation of seven day services.
Transforming care for cancer patients - spreading the winning principels and ...NHS Improvement
Transforming Care for Cancer Patients - Spreading the Winning Principles and Good Practice This publication, the third in a series*, supports the Cancer Reform Strategy’s (2007) Transforming Inpatient Care Programme. Its aim is to illustrate ‘how’ NHS Trusts are spreading tested improvements (Published July 2009).
Service Improvement for Radiologists
a signposting document summarising service improvement methodology and benefits
Success factors - general
Success factors - computerised tomography
1) Two hospitals implemented regular hourly rounding programs to improve patient experience.
2) Rounding involves checking on patients' needs, pain levels, comfort and safety every 1-2 hours.
3) Early results show reductions in falls and improvements in HCAHPS scores for nursing communication and responsiveness.
Breakout 2.2 Commissioning Quality Care: Tools to support the commissioning p...NHS Improvement
Breakout 2.2 Commissioning Quality Care: Tools to support the commissioning process - Stephen Callaghan:
Principal Consultant, EQE Health.
Associate Consultant, Hope Street Centre.
Visiting Lecturer, University of Chester.
ANP, A&E University Hospitals Aintree
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
SDN conference Cologne 2012
Better Health Services by Design | Using service design to innovate in healthcare
Copyright, NHS Institute for innovation and Improvement
Towards best practice in interventional radiologyNHS Improvement
Towards best practice in interventional radiology draws together the findings from visits to interventional radiology (IR) services at proposed major trauma centres in England during 2011/12. This record of their major findings provides a definitive read for trust chief executives and commissioners to help better inform IR service reviews. (June 2012)
Managing COPD as a long term condition: emerging learning from the national i...NHS Improvement
This document summarizes emerging lessons from projects aimed at improving care for patients with chronic obstructive pulmonary disease (COPD). Key findings include:
1) Projects testing approaches to improve patients' ability to self-manage COPD have highlighted practical barriers to implementing effective self-management support.
2) Data from projects focusing on COPD management have demonstrated the importance of data for understanding variation and targeting support.
3) Using data to identify variation in primary care management of COPD can help make the case for changing practices' approaches.
What a difference a day makes
Small improvements at each step of the end to end pathway, as little as one hour or one day, support users to deliver effective MDTs, redesign outpatient clinics and improve the patient experience and outcomes
(Jan 2011).
Evidencing the quality and productivity of Allied Health Professionals' (AHPs...NHS Improvement
We recently hosted four regional events ‘Evidencing the quality and productivity of AHPs care’ with a target audience of Allied Health Professional leads in NHS provider organisations.
These slides outline sessions from the events and provide an introduction to the Model Hospital, AHP job planning and the early findings of a deployment tracker metric ‘Therapy Hours to Contacts’ that is being implemented.
Mark Spencer & Rebecca Rawesh: Launching an integrated care organisation in N...Nuffield Trust
The document summarizes an integrated care organization being launched in North West London to improve collaboration between GPs, specialists, and other providers. The key points are:
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Effective pathways for long term conditions
1. NHS NHS
NHS Improvement NHS Improvement
SUMMARY NHS Improvement INTRODUCTION
NHS Improvement’s strength and expertise lies in practical
service improvement. It has over a decade of experience in
There is a need to shift from an organisational CANCER NHS Improvement has over eleven years’ practical
clinical patient pathway redesign in cancer, diagnostics, heart,
model of delivery to a pathway approach which experience in key clinical specialties to redesign
lung and stroke and demonstrates some of the most leading
pathways of care that support effective and timely care
focuses on the needs of individual patients. This edge improvement work in England which supports improved
delivery. For those with long term conditions it is
will require an improvement in data quality across patient experience and outcomes. important to ensure that we not only add years to life,
DIAGNOSTICS
hospital, primary care, community and social care but add life to those years.
Working closely with the Department of Health, trusts, clinical
so that we can analyse the data to determine what networks, other health sector partners, professional bodies Looking across the specialties, NHS Improvement works
services need to be provided and determine the and charities, over the past year it has tested, implemented, with, and talks to, patients and carers. As a result of
competencies required for staff and carers to sustained and spread quantifiable improvements with over HEART
this, four key areas have been identified across the
250 sites across the country as well as providing an pathway where patients and carers want us to get it
provide and support the delivery of high quality right:
improvement tool to over 1,000 GP practices.
care. As a healthcare system, we need to decide
whether we provide services based on • Stabilising the condition to get patients back to
LUNG living their lives
organisational structure or on meeting patients • Supporting patients to live their lives through
needs. monitoring and review
• Timely intervention to the appropriate service
when things go wrong
Further information can be found at: STROKE • Providing choice and support towards the
www.improvement.nhs.uk/ltc end of life
NHS Improvement There are areas of good practice and some evidence of
integrated service provision though this is sporadic
NHS Improvement Effective pathways for across the country. Taking a pathway approach to care
delivery, NHS Improvement has focused on four key
3rd Floor | St John’s House | East Street | Leicester | LE1 6NB
Telephone: 0116 222 5184 | Fax: 0116 222 5101 long term conditions areas where patients want us to get it right regardless of
the disease. The examples within the areas of focus
highlight specific specialty approaches but they have
www.improvement.nhs.uk wider applicability regardless of the disease or for
patients with one or more conditions. There is a
challenge for specialist services to reduce the variation in
their approach to those with more than one condition.
Delivering tomorrow’s There is also the question of meeting patient needs
seven days a week rather than the five day service
improvement agenda widely provided across the country which results in
delays to treatment and a flurry of activity and decision
for the NHS making on a Monday morning. Further information on
seven day working can be found at:
www.improvement.nhs.uk/7dayworking
2. STABILISING THE CONDITION TO ASSISTING PATIENTS TO TIMELY INTERVENTION TO THE PROVIDING CHOICE AND
GET PATIENTS BACK TO LIVING LIVE THEIR LIVES WITH APPROPRIATE SERVICE WHEN SUPPORT TOWARDS THE END
THEIR LIVES SUPPORT PROVIDED THROUGH THINGS GO WRONG OF LIFE
MONITORING AND REVIEW
Everyone would aspire to diagnosing and treating Care coordination is a function that should ensure that care Patients often say that it is a struggle to get timely access Many people with a long term condition(s) will
conditions earlier so that the impact of the condition on and support is joined up, safe, effective, consistent, and when things go wrong. This may be because they did not deteriorate over time, their periods of wellness will be of
quality of life can be minimised and individuals can get improves outcomes and quality of life. Care may be know what to look for, or they were unable to access the a shorter duration and there may be more frequent
back to living their lives. To this end, there need to be coordinated by the patient, their carer, or a member of the services when they needed them. The service needs to episodes of things going wrong. It may be that the
systems in place that address awareness of the signs of professional team. Giving or receiving peer support is an respond in a timely manner and have information that can patient moves from managing themselves to their
conditions developing, rapid access clinics in hospital or the important part of dealing with different conditions. support the rapid resolution of the problem. Regardless of care and support being increasingly managed by the
community, and use of effective tests and diagnostic tools Monitoring through tests to pick up problems or reviews to the trigger(s) that signals that things may have gone wrong, multidisciplinary team, as their condition
to get the right diagnosis, first time. Treatment should be ensure patients’ needs are being met are important timely access to an appropriate professional is required to deteriorates.
evidence based and optimised to take into account the components of the package to support self management. ensure intervention is right first time.
individual and any other conditions they may have to
ensure greatest efficacy with fewest side effects, which
could impact on co-existing disease or the individual’s quality
Advance care planning management
of life. Joint partnership to review care needs Shared care approach
NHS Brent Primary Care Trust
South Tees Hospitals NHS Foundation Trust Western Sussex Hospitals NHS Trust, Norfolk
In Brent, an end of life care pathway has been
Stroke care coordinators from health and social care and Norwich University Hospitals NHS
created for end stage heart failure patients, helping
within South Tees have developed joint partnership Foundation Trust
Moving On programme to reduce the number of A&E attendances and the
working to review and monitor the care needs of Teams at Western Sussex Hospitals NHS Trust and
Ipswich Hospital NHS Trust number of patients who had no choice but to die in
stroke survivors in care home settings at around six Norfolk and Norwich University Hospital both
Following a holistic needs assessment at the end of hospital. This has been brought about through
months to ensure an equitable service provision to established regular multi-disciplinary meetings across
treatment, cancer patients are encouraged to improved communications between the hospital and
all stroke survivors. Joint partnership working primary, secondary and community care
attend a four week ‘Moving On’ programme (two community through partnership working that has
reduces the need for the individual to repeat organisations to discuss and proactively manage
hours per week) held in the Cancer Information provided improved choice for patients. The revised
personal information, provides a more holistic patients with COPD who were frequently admitted
Centre covering topics such as symptom pathway includes a ‘trigger tool’ to recognise that
assessment of care needs and supports the carers to hospital. This was a small group of patients but
management, goal setting, diet and physical the patient is probably approaching end of life, the
with more consistent information. Joint review often they accounted for a high proportion of
activity, fatigue, relationship and sexual issues, ‘patient and carer assessment tool’ providing
reduces the duplication of information for the admissions to hospital. By taking a proactive, shared
returning to work, financial issues, worries and assessment of the patient symptoms and carer needs
patient and carer and enables the patient to be care approach to these patients the community staff,
fears. A care plan based on individual needs is to aid appropriate referral to specialist palliative care
reviewed in their own environment reducing the risk who were often not respiratory specialists, felt better
developed and any further support identified and support and the ‘Red Folder’ in patients’ homes that
of stress or discomfort when travelling to a clinic able to support the patients to remain in their
arranged if required. As well as providing education contains advance care planning management,
appointment. homes and prevent avoidable admissions.
and support the programme offers peer support at accessible by district nurses, out of hours and
a time when many patients feel isolated and alone ambulance services.
following completion of treatment.
Remote monitoring Reducing hospital admissions
North Bristol NHS Trust University Hospital of North Staffordshire NHS
Access to the right care and information
In North Bristol NHS Trust they have recently Trust, North Staffordshire PCT & Stoke on Trent PCT
Web-based rehabilitation Solihull Community Care NHS Trust
introduced a remote monitoring solution for Current practice for end stage heart failure patients is
University Hospitals of Leicester NHS Trust Predicting when someone with COPD may be within
prostate cancer patients that separates the to hospitalise those who are symptomatic for
University Hospitals of Leicester have created a six to twelve months of end of life can be very
surveillance test from the need for an outpatient intravenous or subcutaneous diuretics delivered
unique web-based Cardiac Rehabilitation difficult due to the disease trajectory. However
clinic. Patients requiring routine monitoring of their predominantly by generalists with little specialist
programme for suitable patients. This provides a primary care clinicians can access a range of
PSA get a letter reminding them to have their test knowledge of heart failure or palliative care. However,
different approach to the delivery of rehabilitation. indicators which are designed to assist with this
done. The result of the test is reviewed on the a community based project in Stoke for subcutaneous
This has the potential to allow increased numbers challenge, and can help identify patients so that
monitoring system by the urology nurse specialist diuretics to HF patients has helped avoid hospital
of patients to have more convenient, quick access they can access the right care, appropriate
and results are sent to the patient and GP with any admissions, increase the input of the specialist multi-
to a rehabilitation package that can be undertaken information and be able to plan ahead. Solihull
further instructions or actions that may be required. disciplinary as well as improve choice for patients.
more conveniently at their own pace through the Community Care NHS Trust identified COPD patients
Patients who do not have their test can be identified
use of technology. Early indications suggest that in 12 of their GP practices who were nearing the
and followed up, reducing the risk of patients falling This community service is a safe and acceptable
this style of rehabilitation may appeal to those end of life and were able to offer them access to
through the net. Patients are positive about this alternative to hospitalisation for intravenous diuretics
patients who wish to return to work/normal activity palliative medicines and support as well as Advance
system as it means they do not need to go to and the patients (and future potential users of this
more quickly, and who may have previously not Care Planning, comprising advance decisions,
hospital for an appointment but know that their service) and their carers welcome this intervention. The
taken up a rehabilitation package because of this. choosing preferred place for care and capturing
specialist team is keeping watch from a distance. intervention in 13 patients reduced hospitalisations by
views on resuscitation.
27 and saved a total of 344 bed days.