1. The document discusses lessons learned from the development of primary care federations in England. It addresses common questions around the appropriate size for federations, what organizational form they should take, and how to operate effectively once formed.
2. The document emphasizes that the most important factors are establishing a clear shared purpose to improve patient care, investing in leadership development, and deliberately designing the organizational form to achieve the goals of being bigger in scale while maintaining personal care.
3. An effective primary care federation is described as having an at-scale organizational form that makes it a sustainable platform for expanded services, an attractive system partner, and a credible employer, while taking steps to preserve the personal aspects of care that are essential
Observations on the evidence emerging from pioneering work in the NHS England vanguard programme and the Prime Minister's Challenge Fund about the future of general practice. Is general practice finished? What are we learning about how the future might look? Presentation to the Family Doctor Association annual conference, Manchester 10 Oct 2015
Webinar: Integrating Physician Practices into Your NetworkModern Healthcare
As the federal government and private payers move swiftly toward value-based care, hospitals and health systems are increasingly looking to clinical integration strategies as a way to coordinate care more easily across settings, manage the health of populations and take advantage of emerging payment models. Join us as we explore strategies for integrating physician practices and ambulatory care facilities. Our panel of experts will outline proven practices—and pitfalls to avoid—when it comes to growing your network and bringing new docs into the fold.
Observations on the evidence emerging from pioneering work in the NHS England vanguard programme and the Prime Minister's Challenge Fund about the future of general practice. Is general practice finished? What are we learning about how the future might look? Presentation to the Family Doctor Association annual conference, Manchester 10 Oct 2015
Webinar: Integrating Physician Practices into Your NetworkModern Healthcare
As the federal government and private payers move swiftly toward value-based care, hospitals and health systems are increasingly looking to clinical integration strategies as a way to coordinate care more easily across settings, manage the health of populations and take advantage of emerging payment models. Join us as we explore strategies for integrating physician practices and ambulatory care facilities. Our panel of experts will outline proven practices—and pitfalls to avoid—when it comes to growing your network and bringing new docs into the fold.
North East Safety Health and Environmental Partnership Members Handbook - Take a look and join this rapidly expanding group of like-minded HSE professionals...
Human Resource Management System and PayrollHusen Daudi
Odoo based HR Management System with complete Employee Management Lifecycle from Job position opening to relieving and firing employee. It manages checklists for different HR actions, Dashboards for HR manager, Talent Acquisition team and HR Operation department. Manage onsite engagement of employees with leave, expense, overtime, compensation and bonus. Warning and Infraction management with action plan for employees. Challenges and Badges for employees. Inbuilt document management system will help to attach all documents of employees.
Practical Models for Effective Employee Engagement in Support of Evolving Sus...Sustainable Brands
The intersection of sustainability programs and employee engagement is a critical component of any company's sustainability or CSR agenda. So much work is being done and demanded at this intersection that we can confidently say it is one of the few hottest topics – if not THE hottest one – in the global Sustainable Brands community this year. This workshop will piece together a compilation of best-in-class approaches to effective employee engagement to date, highlighting practical conceptual frameworks, tools and case studies that are proving especially valuable.
How Knowledge Management Can Transform Your Customer ExperienceBrad Arsenault
In an effort to secure greater customer loyalty and gain substantial competitive advantage, leading organisations are striving to deliver an enhanced experience to their customers.
Customer experience or CX, has become a critical aspect of business management. More than 82% of organisations today regard CX as a competitive differentiator, while over 75% believe that it increases profits and revenue.
Importance of payroll framework in an organisation marks and demands proper and smooth development of the organisational management. The management of the organization and the play of the management in terms of dealing with the organisational workers marks the smooth operation of the organsiation.
All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
Design is shaping the world. Many examples illustrate that designers can change the world for the better. We are entrusted with more and more complex challenges and develop ever-novel approaches. Nowadays a plethora of design discipline exists and it seems fitting to clarify what it is that unites the designers today to then discuss how we can connect design to other fields better in order to maximise the impact of our work. One field that is proving a particularly rich complement to design is Systems Thinking, which essentially studying the interdependencies between elements in complex structures. While design thinking is a bottom up approach, systems thinking can supply the big picture context. Combining the two allows us to be more targeted in how we apply our design efforts.
Leaders Of Tomorrow (LOT) is a year long youth empowerment and leadership development program aimed at bringing world-class education and life skills to children from marginalized communities (and otherwise) around the world completely free of charge.
Supported by mentors from Harvard Business School, IITs, senior executives of reputed organizations across the world, authors and more, LOT combines offline training with Virtual Mentoring; building confidence in the youth to take up leadership roles in their communities ultimately making them responsible citizens.
Secrets of nations- All India Youth FederationAbel Jojo
This ppt file is uploaded by Abel Jojo for AIYF kerala state fraction. This file is inspirating all indians to change there attitude towards our nation
Guidelines: Motivation - De-motivation in Youth WorkLinda Kalnina
This manual was created and edited during the European Union international training project "Motivation - De-motivation in Youth Work" (MD TC). The project was supported by the European Commission within Youth in Action Programme Action 4.3.
The aim of the project was to introduce youth workers around the Europe with different motivation theories in order to develop their understanding of their own motivation factors in youth work, help to motivate the other young people and to develop their communication skills.
This manual is a product of the team work of the group of 29 young people from Estonia, Turkey, Croatia, Latvia and Poland who took part in the training course, which was held in Cesis, Latvia 6th to 13th October 2013. All participants of this training contributed their ideas, time and hard work to the development of the manual.
This manual will be a good resource for
- Youth workers, all those who work with young people and has a need to understand their motivational and de-motivation factors for active participation;
- Young people who seeks to understand their own motivation and de-motivational factors;
- Anyone who is interested in individual and group motivation and de-motivation processes.
North East Safety Health and Environmental Partnership Members Handbook - Take a look and join this rapidly expanding group of like-minded HSE professionals...
Human Resource Management System and PayrollHusen Daudi
Odoo based HR Management System with complete Employee Management Lifecycle from Job position opening to relieving and firing employee. It manages checklists for different HR actions, Dashboards for HR manager, Talent Acquisition team and HR Operation department. Manage onsite engagement of employees with leave, expense, overtime, compensation and bonus. Warning and Infraction management with action plan for employees. Challenges and Badges for employees. Inbuilt document management system will help to attach all documents of employees.
Practical Models for Effective Employee Engagement in Support of Evolving Sus...Sustainable Brands
The intersection of sustainability programs and employee engagement is a critical component of any company's sustainability or CSR agenda. So much work is being done and demanded at this intersection that we can confidently say it is one of the few hottest topics – if not THE hottest one – in the global Sustainable Brands community this year. This workshop will piece together a compilation of best-in-class approaches to effective employee engagement to date, highlighting practical conceptual frameworks, tools and case studies that are proving especially valuable.
How Knowledge Management Can Transform Your Customer ExperienceBrad Arsenault
In an effort to secure greater customer loyalty and gain substantial competitive advantage, leading organisations are striving to deliver an enhanced experience to their customers.
Customer experience or CX, has become a critical aspect of business management. More than 82% of organisations today regard CX as a competitive differentiator, while over 75% believe that it increases profits and revenue.
Importance of payroll framework in an organisation marks and demands proper and smooth development of the organisational management. The management of the organization and the play of the management in terms of dealing with the organisational workers marks the smooth operation of the organsiation.
All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
Design is shaping the world. Many examples illustrate that designers can change the world for the better. We are entrusted with more and more complex challenges and develop ever-novel approaches. Nowadays a plethora of design discipline exists and it seems fitting to clarify what it is that unites the designers today to then discuss how we can connect design to other fields better in order to maximise the impact of our work. One field that is proving a particularly rich complement to design is Systems Thinking, which essentially studying the interdependencies between elements in complex structures. While design thinking is a bottom up approach, systems thinking can supply the big picture context. Combining the two allows us to be more targeted in how we apply our design efforts.
Leaders Of Tomorrow (LOT) is a year long youth empowerment and leadership development program aimed at bringing world-class education and life skills to children from marginalized communities (and otherwise) around the world completely free of charge.
Supported by mentors from Harvard Business School, IITs, senior executives of reputed organizations across the world, authors and more, LOT combines offline training with Virtual Mentoring; building confidence in the youth to take up leadership roles in their communities ultimately making them responsible citizens.
Secrets of nations- All India Youth FederationAbel Jojo
This ppt file is uploaded by Abel Jojo for AIYF kerala state fraction. This file is inspirating all indians to change there attitude towards our nation
Guidelines: Motivation - De-motivation in Youth WorkLinda Kalnina
This manual was created and edited during the European Union international training project "Motivation - De-motivation in Youth Work" (MD TC). The project was supported by the European Commission within Youth in Action Programme Action 4.3.
The aim of the project was to introduce youth workers around the Europe with different motivation theories in order to develop their understanding of their own motivation factors in youth work, help to motivate the other young people and to develop their communication skills.
This manual is a product of the team work of the group of 29 young people from Estonia, Turkey, Croatia, Latvia and Poland who took part in the training course, which was held in Cesis, Latvia 6th to 13th October 2013. All participants of this training contributed their ideas, time and hard work to the development of the manual.
This manual will be a good resource for
- Youth workers, all those who work with young people and has a need to understand their motivational and de-motivation factors for active participation;
- Young people who seeks to understand their own motivation and de-motivational factors;
- Anyone who is interested in individual and group motivation and de-motivation processes.
A motivational story on Power Point by Bro. Oh Teik Bin, Lower Perak Buddhist Association, Teluk Intan, Malaysia. A Life Lesson for all, particularly the many young ones today who take so many things for granted and do not count their blessings. May our Compassion grow.
Youth Percpective in Pakistan and comparative analysis with the youth policies of different European, Australian and Asian Countries and How we can convert the youth as the Strength of Pakistan. Please comments how you find this presentation!
A Power Point Presentation of a few Moral Stories for the young. Can also be used as motivational English Lessons. For animation effects please download.
Motivation PowerPoint Slides include topics such as: understanding needs vs. wants, factors for motivation, employee rewards, offering praise/recognition, types of motivation, job enrichment, the role of money and motivation, incentive programs, motivation ironies, boosting efficiency, 30 ways to motivate, Maslow's hierarchy, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. You may use this product over and over again. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
READ PROJECT CASE STUDY FIRSTResearch at least 2 organizations.docxmakdul
READ PROJECT CASE STUDY FIRST
Research at least 2 organizations that have had similar issues and successes as your project case study.
For this assignment, write a 1-2 page analysis of the change methods that were implemented to address the organization's problems. Compare and contrast to your chosen change model.
· Include an example of at least three similarities and three differences.
· Include a minimum of two peer-reviewed sources.
· Organizations will be utilized as references in your research paper.
Module 02 Project - Overview and Outline
Project - Part 1 - Project Overview
In a 1-page summary, give an overview of the Delta Pacific case study, listing at least three key takeaways of what you gleaned from the study. Share two separate contingency models that could be used to affect the organizational change and share which model you plan to use as your part of your change initiative.
Project - Part 2 - Outline (FOLLOW SAMPLE OUTLINE FORMAT BELOW)
Now it's time to create an outline of your paper. The outline should consist of the following:
· Introduction
· Overview
· Thesis
· Supporting Topics/Ideas (a minimum of three)
· Recommendations (a minimum of two)
· Conclusion
· References
For content this week, review the issues at Delta Pacific and select your change model. Determine which leadership style will be implemented through your change initiative. This observation should be noted within your project proposal.
Additionally, review your Myers-Briggs results (mine is listed below) and as an informed leader, determine whether you are the ideal leader for this change initiative. If you determine another candidate would be better suited, then describe the perfect characteristics of the preferred candidate.
My Myers-Briggs Results
Humanmetrics Jung Typology Test™
Your Type
ISFJ
Introvert(38%) Sensing(59%) Feeling(12%) Judging(12%)
· You have moderate preference of Introversion over Extraversion (38%)
· You have distinct preference of Sensing over Intuition (59%)
· You have slight preference of Feeling over Thinking (12%)
· You have slight preference of Judging over Perceiving (12%)
SAMPLE OUTLINE FORMAT TO FOLLOW IS BELOW
Thesis: The Solo practice has been on the forefront in the active improvement of quality of service for all its patients. The clinic has gained solid grounds in the realm of health care since it was founded as evidenced by the numerous inflows of patients who previously received treatment elsewhere. Our health practitioners have reported high levels of job satisfaction due to the serene working environment provided by the Solo practice.
I. Introduction
A. The project will be fully centered on discussing the Solo practice which was founded for the purpose of increasing customer involvement in conducting health care services. The clinic is inclined to operate as a patient-driven facility which offers patients an opportunity to propose ways of improving the services provided. This will increase the probability of ...
Deactivated
Kelie Hein
3 posts
Re:Topic 1 DQ 1
Two GCU library scholarly databases that will help me find the best research articles for my proposal are two databases that I appreciate, and currently use often: CINAHL Complete and PubMed. I like CINAHL Complete because it is quite specific to nursing. It also provides many full text articles free of charge, which is unfortunately not that common. Some databases provide only abstracts, and some require one to purchase the article (which can be 50 dollars!). I like PubMed because it has a wide array of health science articles that are peer-reviewed, but often have language that is easier to understand. PubMed is also quite user friendly.
These two databases are better than Google Scholar and/or a general internet search, for several reasons. While Google Scholar provides scholarly articles, it can sometimes be difficult to limit the search. Inexperienced users an easily become overwhelmed with the amount of data the search returns. A general internet search is not only daunting in terms of qualified research, but can be dangerous as well: Wikipedia sources, the evil of internet research, are often returned with general internet searches. Anyone can post on Wikipedia (and the internet in general). Scholarly databases are the safe way to go: safe for the researcher, and safe for the patients under the researcher’s
1
3
Strategies That Facilitate Influencing Power
AcelRx Pharmaceuticals Inc Company
STRATEGIES THAT FACILITATE INFLUENCING POWER
Acel Rx Pharmaceuticals Inc. has always provided quality service to its clients but the adoption of an online drugstore is a project that could make the services even better. However, various measures have to be put into place to facilitate the success of the project.
Strategies to Adapt Organizational Change
To adopt the online marketing and networking with customers then the Acel Rx Pharmaceuticals Inc. has to undergo some organizational change. Though the internet is the Internet could enable profound changes in the nature and structure of the healthcare industry and, ultimately, the delivery of healthcare services its adaptions should be strategic. First, there is need to carry out the change in phases with the start-up phase being clarifying the expectations and roles, assessing readiness, contracts and getting buy-in. In this phase is usually where the relationship between you (the initial change agent) and your client starts, whether you are an external or internal consultant. This means that Acel has to establish who its clients actually are, define the project conduct field research on the opinions of the customers after which they have to make the customers feel the problem at hand and the need to adopt this new technology which is aimed at making things better. It is important that the change agent should have good communication skills both verbal and non-verbal and a good listener.
Second in line is a jo.
Virtual Organization, Advantages of Virtual Organization, Disadvantages of Virtual Organization, HUMAN RESOURCE ISSUES IN VIRTUAL ORGANIZATION, TALENT MANAGEMENT, Work-life Balance, Six Sigma, HR Six Sigma Process
Physicians are rapidly adopting social media tools such as Twitter and LinkedIn as part of their approach to keeping up to date with the latest developments in healthcare. As the use of these digital tools becomes increasingly commonplace and mobile apps gain acceptance for supporting healthcare interactions, the physician liaison team can leverage digital tools and social media to improve the efficiency and effectiveness of the delivery of information. Digital tools can serve as a pathway to providing easier and more direct access to information and tools that help to strengthen relationships with referring doctors and their practice staff.
In this paper, we present a best practices from around the country in using digital tools to connect with referring physicians. When used appropriately, digital tools can configured and applied to improve relationships, grow referral volumes, and increase the efficiency and effectiveness of your physician liaisons.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
The Business Case for Employee AdvocacyTiffani Allen
If you're wondering what employee advocacy can do for your business, or if you're just looking to make a business case for a new program to your boss, this whitepaper has all the information you need to get started.
Change Management Solutions for Strategic Innovation | Eninracseoeninrac
Unlock Success with Innovation and Change Management. We focus on the people side of strategy implementation, defining change, building change agent capacity, and more.
Aronagh's Consulting Services Portfolio covers people & culture, organisation design, business transformation and data governance. Contact me at www.aronagh.com for more information.
We have produced a new report, which looks at the experiences of five acute trusts when adopting innovation, and how they made these innovations work in their trusts.
The report includes listing factors which help innovation be adopted into complex, busy acute hospital trusts.
The NHS response to Covid-19 has seen an increase in innovation. In the year preceding Covid-19, we (Wessex AHSN) worked with five of our member acute trusts to undertake ‘Innovation Adoption Reviews’.
These aimed to help the trusts understand their current practice and experience of adopting innovation, what they do well and how they might improve. The key themes and findings from these reviews have been used to identify a set of positive influences on innovation in trusts – things that can help them identify and adopt more innovation, across more services and help deliver their priorities.
Shared Services in Higher Education: conceps, clients, consumers and stakehol...Chazey Partners
As part of the sessions at the 2016 California Public Higher Education Collaborative Business Conference, the presentation covers why Shared Services has become such an important part of your toolkit for delivering improved “back office” services to support your institution’s core mission. It explains why the true meaning of the words “shared” and “services” is so important. It also defines and distinguishes between “clients”, “consumers” and “stakeholders”.
Presentation to RCGP First5 GPs in the BSOL STP. Where to begin when designing an improvement in healthcare? The end! Which involves overcoming 2 common pitfalls.
Presentation to Dudley CCG members' meeting, 26 Mar 2019. Looking at the lessons from some of the successes and disappointments of integrated care, and some of the top tips for redesigning general practice to release more of its potential.
Primary care networks, realising the potential and avoiding the pitfallsRobert Varnam Coaching
Presentation at the Management in Practice conference, 4 December 2018. What are we learning about the potential benefits of primary care networks for patients and practices, and the practicalities of realising the potential?
Keynote talk at Best Practice 2018. Observations about the critical success factors for leaders wishing to unpack the potential of primary care networks to benefits patients and GP practices.
Presentation at Pulse Live, Liverpool 2 Oct 2018. What are the potential benefits of primary care networks for patients and staff? What can we learn about how to approach the process of establishing a productive primary care network?
Workshop at Health and Care Innovation Expo 2018, in Manchester. It can take up to 20 years for good innovations to be adopted in healthcare. However, the recently published 10 High Impact Actions for general practice are spreading faster than we have ever seen. Why? Learn about what's different, and how you can increase success in your own work.
The presentation examines the role of five stages in the innovation journey in determining success: the innovators, the innovation, packaging, spread and adoption. Examples are provided of how each can present a barrier, and how the national Time for Care programme has sought to overcome them.
Designing the future primary care workforce (SouthWest workshop 23/04/18)Robert Varnam Coaching
Presentation to CCG and STP workforce leads in the SouthWest about the future of primary care, the workforce implications and common pitfalls to avoid.
A brief overview of the support aavailable in the General Practice Forward to help practices implement changes that will release time for care. Presenation to Lincolnshire LMC 25/05/17
Presentation to practices in Lincolnshire, looking at the strengths of primary care, the ways in which it could deliver more of the promise and emerging lessons about successful at-scale primary care.
LGBTQ+ Adults: Unique Opportunities and Inclusive Approaches to CareVITASAuthor
This webinar helps clinicians understand the unique healthcare needs of the LGBTQ+ community, primarily in relation to end-of-life care. Topics include social and cultural background and challenges, healthcare disparities, advanced care planning, and strategies for reaching the community and improving quality of care.
Trauma Outpatient Center is a comprehensive facility dedicated to addressing mental health challenges and providing medication-assisted treatment. We offer a diverse range of services aimed at assisting individuals in overcoming addiction, mental health disorders, and related obstacles. Our team consists of seasoned professionals who are both experienced and compassionate, committed to delivering the highest standard of care to our clients. By utilizing evidence-based treatment methods, we strive to help our clients achieve their goals and lead healthier, more fulfilling lives.
Our mission is to provide a safe and supportive environment where our clients can receive the highest quality of care. We are dedicated to assisting our clients in reaching their objectives and improving their overall well-being. We prioritize our clients' needs and individualize treatment plans to ensure they receive tailored care. Our approach is rooted in evidence-based practices proven effective in treating addiction and mental health disorders.
Deep Leg Vein Thrombosis (DVT): Meaning, Causes, Symptoms, Treatment, and Mor...The Lifesciences Magazine
Deep Leg Vein Thrombosis occurs when a blood clot forms in one or more of the deep veins in the legs. These clots can impede blood flow, leading to severe complications.
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
COVID-19 PCR tests remain a critical component of safe and responsible travel in 2024. They ensure compliance with international travel regulations, help detect and control the spread of new variants, protect vulnerable populations, and provide peace of mind. As we continue to navigate the complexities of global travel during the pandemic, PCR testing stands as a key measure to keep everyone safe and healthy. Whether you are planning a business trip, a family vacation, or an international adventure, incorporating PCR testing into your travel plans is a prudent and necessary step. Visit us at https://www.globaltravelclinics.com/
We are one of the top Massage Spa Ajman Our highly skilled, experienced, and certified massage therapists from different corners of the world are committed to serving you with a soothing and relaxing experience. Luxuriate yourself at our spas in Sharjah and Ajman, which are indeed enriched with an ambiance of relaxation and tranquility. We could confidently claim that we are one of the most affordable Spa Ajman and Sharjah as well, where you can book the massage session of your choice for just 99 AED at any time as we are open 24 hours a day, 7 days a week.
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Veterinary Diagnostics Market PPT 2024: Size, Growth, Demand and Forecast til...IMARC Group
The global veterinary diagnostics market size reached US$ 6.6 Billion in 2023. Looking forward, IMARC Group expects the market to reach US$ 12.6 Billion by 2032, exhibiting a growth rate (CAGR) of 7.3% during 2024-2032.
More Info:- https://www.imarcgroup.com/veterinary-diagnostics-market
Rate Controlled Drug Delivery Systems, Activation Modulated Drug Delivery Systems, Mechanically activated, pH activated, Enzyme activated, Osmotic activated Drug Delivery Systems, Feedback regulated Drug Delivery Systems systems are discussed here.
DECODING THE RISKS - ALCOHOL, TOBACCO & DRUGS.pdfDr Rachana Gujar
Introduction: Substance use education is crucial due to its prevalence and societal impact.
Alcohol Use: Immediate and long-term risks include impaired judgment, health issues, and social consequences.
Tobacco Use: Immediate effects include increased heart rate, while long-term risks encompass cancer and heart disease.
Drug Use: Risks vary depending on the drug type, including health and psychological implications.
Prevention Strategies: Education, healthy coping mechanisms, community support, and policies are vital in preventing substance use.
Harm Reduction Strategies: Safe use practices, medication-assisted treatment, and naloxone availability aim to reduce harm.
Seeking Help for Addiction: Recognizing signs, available treatments, support systems, and resources are essential for recovery.
Personal Stories: Real stories of recovery emphasize hope and resilience.
Interactive Q&A: Engage the audience and encourage discussion.
Conclusion: Recap key points and emphasize the importance of awareness, prevention, and seeking help.
Resources: Provide contact information and links for further support.
About this webinar: This talk will introduce what cancer rehabilitation is, where it fits into the cancer trajectory, and who can benefit from it. In addition, the current landscape of cancer rehabilitation in Canada will be discussed and the need for advocacy to increase access to this essential component of cancer care.
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardso...rightmanforbloodline
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
International Cancer Survivors Day is celebrated during June, placing the spotlight not only on cancer survivors, but also their caregivers.
CANSA has compiled a list of tips and guidelines of support:
https://cansa.org.za/who-cares-for-cancer-patients-caregivers/
3. www.england.nhs.uk @robertvarnam
An example of this in practice at the
moment is the Prime Minister’s GP Access
Fund. Now covering a significant
proportion of the country, practices in this
are implementing quite wide-ranging
redesign of their services, acknowledging
that extended hours are only one part of
good access. The practices participating in
this programme are already beginning to
implement many of the transformational
changes envisaged by the Five Year
Forward View. This is generating valuable
learning about the specific changes
required, including the ways in which the
system can make progress easier and
more sustainable.
Wave one Wave two
57 schemes
2500 practices
18m patients
Learning from the PM Challenge Fund
4. www.england.nhs.uk @robertvarnam
What are PMCF schemes doing?
Wider primary care at scale
Reshape
demand
Active
front-end
Contact
modes
Match
capacity &
demand
Rapid
access
model
Extended
hours
Release capacity Service redesign team
Broaden
skillmix
Complex
care model
Premises I.T. Workforce
ServicecomponentsSystemenablers
Lessons learned & innovation showcases:
bit.ly/PMCFresources1
5. www.england.nhs.uk @robertvarnam
Purpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > formPurpose > function > form
8. www.england.nhs.uk @robertvarnam
• Ad hoc
• Relational network
• CCG locality
• Collaboration agreement
• Seed funded company
• Jointly owned company
• Single company
Form
12. www.england.nhs.uk @robertvarnam
Purpose > function > formPurpose > function > formPurpose > function > form
1. Stop obsessing about form
Purpose > function > form
a) Pick something to improve for patients
b) Improve it together
c) Build infrastructure to enable, accelerate & sustain
13. www.england.nhs.uk @robertvarnam
2. Create shared purpose
• A sense of shared identity sufficiently
strong to allow collaboration that
crosses boundaries of organisational
sovereignty.
• We share ideas, data, resources
• We will adopt a standard approach
• We can call on each other
• A purpose beyond ourselves,
orienting us around the needs of our
patients.
• Commitment to us and our purpose
sufficiently strong to make compliance
unnecessary
15. www.england.nhs.uk @robertvarnam
Leadership
Creating shared
purpose
Strategic planning
& partnerships
Leading through
change
Being a leader
Improvement
Patients as
partners
Processes and
systems
Using data for
improvement
Rapid cycle
change
Business
Governance
Operations
management
HR
Business
intelligence
Capabilities
Enablers
Innovation spread
Policies &
permissions
Contracts &
incentives
Infrastructure
Productive
federation
Transparent
measurement
3. Invest in development
What do teams
and individuals
need?
These are
interdependent
How can the
system catalyse
& accelerate
change?
16. www.england.nhs.uk @robertvarnam
At an organisational level, what will wider primary care at scale look like? Again, the precise details
should be locally determined. But we should aim for it to be bigger, in a way that brings real patient to
patients and staff, not just creating a new organisation because it makes us feel safer. Our new
networks, federations or mergers should have enhanced capabilities, for leadership, management,
services and improvement. We also need to ensure that, as we operate at large scale, we maintain the
personal care which is so hugely important for many patients (and staff). That will take deliberate design:
it won’t just happen. Finally, it should like it’s ‘yours’ – by which I mean that staff will need to have the
same sense of belonging, ownership and commitment as in the best practices now. Regardless of the
actual business model. That, too, will take planning and skill.
At an organisational level, what will wider primary care
at scale look like? Again, the precise details should be
locally determined. But we should aim for it to be
bigger, in a way that brings real patient to patients and
staff, not just creating a new organisation because it
makes us feel safer. Our new networks, federations or
mergers should have enhanced capabilities, for
leadership, management, services and improvement.
We also need to ensure that, as we operate at large
scale, we maintain the personal care which is so
hugely important for many patients (and staff). That
will take deliberate design: it won’t just happen.
Finally, it should like it’s ‘yours’ – by which I mean that
staff will need to have the same sense of belonging,
ownership and commitment as in the best practices
now. Regardless of the actual business model. That,
too, will take planning and skill.
4. Design the form deliberately
Bigger
Personal
Capable
Connected
17. www.england.nhs.uk @robertvarnam
Delivering improved access and expanded care in the community require primary care providers to be
working in significantly enhanced partnership with other bodies across the health and care system. In
many respects, this will feel like a return to the roots of general practice, acting as an integral part of the
local community. However, realising this promise in the present day will involve a great deal of work to
establish strategic relationships and formal partnerships.
At an organisational level, what will wider primary care
at scale look like? Again, the precise details should be
locally determined. But we should aim for it to be
bigger, in a way that brings real patient to patients and
staff, not just creating a new organisation because it
makes us feel safer. Our new networks, federations or
mergers should have enhanced capabilities, for
leadership, management, services and improvement.
We also need to ensure that, as we operate at large
scale, we maintain the personal care which is so
hugely important for many patients (and staff). That
will take deliberate design: it won’t just happen.
Finally, it should like it’s ‘yours’ – by which I mean that
staff will need to have the same sense of belonging,
ownership and commitment as in the best practices
now. Regardless of the actual business model. That,
too, will take planning and skill.
4. Design the form deliberately
Bigger
Personal
Capable
Connected
Step change in
partnership working
• acute & specialist
• community services
• voluntary &
community sector
• public health
• housing
• education
18. www.england.nhs.uk @robertvarnam
The creation and ongoing delivery of enhanced 7 day services in the community will require a range of
capabilities in providers. Leading service transformation and working at greater scale will involve a new
corporate infrastructure, with specialised professional management and exceptional clinical leadership.
Traditionally general practice has operated much more on the basis of goodwill and hard work than is
appropriate for at-scale operations. The NHS has not invested in developing leadership, management
and business capabilities in primary care, but this is now a significant and pressing requirement before
enhanced services or improved access can be delivered.
At an organisational level, what will wider primary care
at scale look like? Again, the precise details should be
locally determined. But we should aim for it to be
bigger, in a way that brings real patient to patients and
staff, not just creating a new organisation because it
makes us feel safer. Our new networks, federations or
mergers should have enhanced capabilities, for
leadership, management, services and improvement.
We also need to ensure that, as we operate at large
scale, we maintain the personal care which is so
hugely important for many patients (and staff). That
will take deliberate design: it won’t just happen.
Finally, it should like it’s ‘yours’ – by which I mean that
staff will need to have the same sense of belonging,
ownership and commitment as in the best practices
now. Regardless of the actual business model. That,
too, will take planning and skill.
4. Design the form deliberately
Bigger
Personal
Capable
Connected
Highly capable
infrastructure &
leaders
• Transformational
system leadership
• Engaging, inspiring
& supporting the
team
• Service redesign,
innovation &
improvement
• Ops management,
HR, etc
• Business
intelligence
19. www.england.nhs.uk @robertvarnam
All of the above requires primary care to operate at larger scale. This may provide economies of scale
which will sustain providers through the current workload challenges. More fundamentally, working at-
scale is necessary to generate the kind of critical mass required for working in greater partnership as a
credible system partner in the local health and care system. In operational terms, it allows financial and
staff headroom to be created, making service improvement easier, and it increases the attractiveness of
primary care as an employer for staff from other parts of the health and care system.
At an organisational level, what will wider primary care
at scale look like? Again, the precise details should be
locally determined. But we should aim for it to be
bigger, in a way that brings real patient to patients and
staff, not just creating a new organisation because it
makes us feel safer. Our new networks, federations or
mergers should have enhanced capabilities, for
leadership, management, services and improvement.
We also need to ensure that, as we operate at large
scale, we maintain the personal care which is so
hugely important for many patients (and staff). That
will take deliberate design: it won’t just happen.
Finally, it should like it’s ‘yours’ – by which I mean that
staff will need to have the same sense of belonging,
ownership and commitment as in the best practices
now. Regardless of the actual business model. That,
too, will take planning and skill.
4. Design the form deliberately
Bigger
Personal
Capable
Connected
At-scale
organisational form
• Attractive system
partner
• Sustainable platform
for expanded
services
• Intrinsic headroom
• Credible NHS
employer
20. www.england.nhs.uk @robertvarnam
In the course of the transition to being more corporate entities, it will be important for primary care
providers to include measures to preserve and even enhance aspects of the status quo which are
essential to the value of primary care. The role of primary care at the heart of the local community, and
connected with people and their families throughout their life, is a valuable aspect of its ability to
contribute to wellbeing and population health. Similarly, the personal continuity of care provided in
general practice adds considerable value to patients with complex needs as well as to taxpayers. Finally,
the small scale nature of traditional practices creates a level of personal commitment and discretionary
effort which the NHS can ill afford to lose.
It should be noted that all three of these potential benefits of the traditional ‘cottage industry’ model of
primary care organisations are already waning in England. Patients at larger GP practices already report
lower satisfaction with continuity of care, and there are growing concerns about the disenfranchisement
of many salaried GPs.
Providers will need to ensure there are specific measures in place to ensure that the personal touch is
not only preserved but enhanced. This is likely to have implications for ownership models, organisational
culture, structures and processes, as well as the design of teams and clinical care models.
At an organisational level, what will wider primary care
at scale look like? Again, the precise details should be
locally determined. But we should aim for it to be
bigger, in a way that brings real patient to patients and
staff, not just creating a new organisation because it
makes us feel safer. Our new networks, federations or
mergers should have enhanced capabilities, for
leadership, management, services and improvement.
We also need to ensure that, as we operate at large
scale, we maintain the personal care which is so
hugely important for many patients (and staff). That
will take deliberate design: it won’t just happen.
Finally, it should like it’s ‘yours’ – by which I mean that
staff will need to have the same sense of belonging,
ownership and commitment as in the best practices
now. Regardless of the actual business model. That,
too, will take planning and skill.
4. Design the form deliberately
Bigger
Personal
Capable
Connected
Deliberate design to
stay personal
• Lifelong family care
• Integral part of the
community
• Personal LTC & EOL
care
• Sense of commitment
& ownership for all
staff
** ADD NARRATIVE TO EVERY SLIDE **
NB Each slide has white text in the background, to provide narrative notes for SlideShare
An example of this in practice at the moment is the Prime Minister’s GP Access Fund. Now covering a significant proportion of the country, practices in this are implementing quite wide-ranging redesign of their services, acknowledging that extended hours are only one part of good access. The practices participating in this programme are already beginning to implement many of the transformational changes envisaged by the Five Year Forward View. This is generating valuable learning about the specific changes required, including the ways in which the system can make progress easier and more sustainable.
One of the tasks of the Call to Action was to identify the actions necessary to promote, support and sustain the adoption of the kind of innovation and improvements we seek. We consulted with practice managers, clinicians, commissioners, policy makers and improvement experts, as well as drawing on the experience of building primary care improvement capability in the UK and internationally. A comprehensive list of areas emerged from this process. This has been tested and refined through ongoing consultation with innovators and professional leaders.
The framework describes a set of intrinsic capabilities required by practices to lead service change rapidly, safely and sustainably, and a set of enablers which can be used by policymakers and commissioners to make change easier and more sustainable.
Since April 2014, we have had the opportunity to use this framework in support of 1100 GP practices across England in the Prime Minister’s Challenge Fund. As these 20 groups of practices have introduced a range of service innovations, they have received a bespoke programme of capability-building and direct access to national support for key enablers. Feedback from practices and leaders has been very positive, with many examples of faster and better progress being made as a result of it.
NHS England are now considering ways in which this framework can be used to secure support for other national initiatives, for example further extension of access improvements, support to workforce innovators and a programme to release capacity through reducing workload and working differently.
One of the tasks of the Call to Action was to identify the actions necessary to promote, support and sustain the adoption of the kind of innovation and improvements we seek. We consulted with practice managers, clinicians, commissioners, policy makers and improvement experts, as well as drawing on the experience of building primary care improvement capability in the UK and internationally. A comprehensive list of areas emerged from this process. This has been tested and refined through ongoing consultation with innovators and professional leaders.
The framework describes a set of intrinsic capabilities required by practices to lead service change rapidly, safely and sustainably, and a set of enablers which can be used by policymakers and commissioners to make change easier and more sustainable.
Since April 2014, we have had the opportunity to use this framework in support of 1100 GP practices across England in the Prime Minister’s Challenge Fund. As these 20 groups of practices have introduced a range of service innovations, they have received a bespoke programme of capability-building and direct access to national support for key enablers. Feedback from practices and leaders has been very positive, with many examples of faster and better progress being made as a result of it.
NHS England are now considering ways in which this framework can be used to secure support for other national initiatives, for example further extension of access improvements, support to workforce innovators and a programme to release capacity through reducing workload and working differently.
At an organisational level, what will wider primary care at scale look like? Again, the precise details should be locally determined. But we should aim for it to be bigger, in a way that brings real patient to patients and staff, not just creating a new organisation because it makes us feel safer. Our new networks, federations or mergers should have enhanced capabilities, for leadership, management, services and improvement. We also need to ensure that, as we operate at large scale, we maintain the personal care which is so hugely important for many patients (and staff). That will take deliberate design: it won’t just happen. Finally, it should like it’s ‘yours’ – by which I mean that staff will need to have the same sense of belonging, ownership and commitment as in the best practices now. Regardless of the actual business model. That, too, will take planning and skill.
Delivering improved access and expanded care in the community require primary care providers to be working in significantly enhanced partnership with other bodies across the health and care system. In many respects, this will feel like a return to the roots of general practice, acting as an integral part of the local community. However, realising this promise in the present day will involve a great deal of work to establish strategic relationships and formal partnerships.
The creation and ongoing delivery of enhanced 7 day services in the community will require a range of capabilities in providers. Leading service transformation and working at greater scale will involve a new corporate infrastructure, with specialised professional management and exceptional clinical leadership. Traditionally general practice has operated much more on the basis of goodwill and hard work than is appropriate for at-scale operations. The NHS has not invested in developing leadership, management and business capabilities in primary care, but this is now a significant and pressing requirement before enhanced services or improved access can be delivered.
All of the above requires primary care to operate at larger scale. This may provide economies of scale which will sustain providers through the current workload challenges. More fundamentally, working at-scale is necessary to generate the kind of critical mass required for working in greater partnership as a credible system partner in the local health and care system. In operational terms, it allows financial and staff headroom to be created, making service improvement easier, and it increases the attractiveness of primary care as an employer for staff from other parts of the health and care system.
In the course of the transition to being more corporate entities, it will be important for primary care providers to include measures to preserve and even enhance aspects of the status quo which are essential to the value of primary care. The role of primary care at the heart of the local community, and connected with people and their families throughout their life, is a valuable aspect of its ability to contribute to wellbeing and population health. Similarly, the personal continuity of care provided in general practice adds considerable value to patients with complex needs as well as to taxpayers. Finally, the small scale nature of traditional practices creates a level of personal commitment and discretionary effort which the NHS can ill afford to lose.
It should be noted that all three of these potential benefits of the traditional ‘cottage industry’ model of primary care organisations are already waning in England. Patients at larger GP practices already report lower satisfaction with continuity of care, and there are growing concerns about the disenfranchisement of many salaried GPs.
Providers will need to ensure there are specific measures in place to ensure that the personal touch is not only preserved but enhanced. This is likely to have implications for ownership models, organisational culture, structures and processes, as well as the design of teams and clinical care models.