Integrated personal commissioning, innovate stage, 1pm, 3 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
Just do it! - The sustainability of GS1 standardsGS1 UK
This document summarizes Lee Outhwaite's presentation on the sustainability of GS1 standards. The key points are:
1. Outhwaite discussed how GS1 standards can help the NHS achieve its goals for sustainability and transformation plans, improve access to care, maintain quality, and achieve financial balance.
2. Benefits of GS1 standards were highlighted, including increased patient safety by reducing errors, improved regulatory compliance, and greater financial control through efficient supply chain management.
3. Overcoming barriers to implementation was addressed, emphasizing the economic and safety benefits of GS1 standards and support available from various partners like NHS Improvement and suppliers.
The Health and Wellbeing Board aims to further integrate health and social care services in Sheffield through combining budgets and streamlining services. People in Sheffield have expressed a desire for more integrated care that improves their experience. The board hopes that integration will use resources more efficiently while improving outcomes. Their vision is for services focused on individual needs rather than organizational boundaries. Case studies demonstrate how integrated care has benefited individuals' health, housing, and social support. The board is developing a plan for integrating commissioning responsibilities and seeking pioneer status from the government to help design long-term integration agreements.
Housing and Health: Working in PartnershipMark Reading
This document discusses plans to develop Halton Lea in the UK as a "Healthy New Town." The goals are to promote health, prevent illness, and support independent living through community design. Plans include building affordable, accessible housing connected to local services via green infrastructure and transportation. A proposed health campus would consolidate services on the existing hospital site and include housing, wellness facilities, shops, and spaces for community use. Challenges include engaging developers, addressing land values and traditional service models, building community buy-in, learning from past mistakes, and funding. The vision is for a sustainable community that improves health, economic, and social outcomes for residents of Runcorn.
The document discusses Age UK's Integrated Care Programme, which aims to provide better and lower-cost care for older people. It outlines key barriers to integrated care in England, such as political and organizational challenges. Age UK's programme provides holistic care coordination led by volunteers to help reduce dependency and isolation. It serves as a critical friend to support service redesign and has shown success in locations like Cornwall. Important aspects of the program include data analysis, whole system working, personalization, and non-medical support to help older adults remain independent.
Housing and Health: Working in PartnershipMark Reading
The document summarizes the work of PHASE (Place Health; Architecture Space and Environment) in supporting the creation of age-friendly neighborhoods. PHASE develops strategic approaches and tools to analyze places and support integrated health, care, and environmental provision. They work in partnership with communities, organizations, and stakeholders to co-produce neighborhood-level initiatives. As an example, PHASE collaborated with Southway Housing Trust and Manchester City Council to conduct research in Old Moat, identifying barriers to age-friendliness and developing a action plan to improve quality of life for older residents. Over 50 of the 114 identified actions have been completed.
This document discusses priorities for the 2019 federal election in Canada. It outlines proposals to invest in community health centres, implement universal pharmacare, expand access to dental care, invest in housing and supports for vulnerable groups like newcomers. It provides details on each proposal, including recommended funding amounts. It also summarizes a presentation from Wellfort Community Health Services advocating for these policies and outlining their advocacy approaches at both the organizational and policy levels.
Integrated personal commissioning, innovate stage, 1pm, 3 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
Just do it! - The sustainability of GS1 standardsGS1 UK
This document summarizes Lee Outhwaite's presentation on the sustainability of GS1 standards. The key points are:
1. Outhwaite discussed how GS1 standards can help the NHS achieve its goals for sustainability and transformation plans, improve access to care, maintain quality, and achieve financial balance.
2. Benefits of GS1 standards were highlighted, including increased patient safety by reducing errors, improved regulatory compliance, and greater financial control through efficient supply chain management.
3. Overcoming barriers to implementation was addressed, emphasizing the economic and safety benefits of GS1 standards and support available from various partners like NHS Improvement and suppliers.
The Health and Wellbeing Board aims to further integrate health and social care services in Sheffield through combining budgets and streamlining services. People in Sheffield have expressed a desire for more integrated care that improves their experience. The board hopes that integration will use resources more efficiently while improving outcomes. Their vision is for services focused on individual needs rather than organizational boundaries. Case studies demonstrate how integrated care has benefited individuals' health, housing, and social support. The board is developing a plan for integrating commissioning responsibilities and seeking pioneer status from the government to help design long-term integration agreements.
Housing and Health: Working in PartnershipMark Reading
This document discusses plans to develop Halton Lea in the UK as a "Healthy New Town." The goals are to promote health, prevent illness, and support independent living through community design. Plans include building affordable, accessible housing connected to local services via green infrastructure and transportation. A proposed health campus would consolidate services on the existing hospital site and include housing, wellness facilities, shops, and spaces for community use. Challenges include engaging developers, addressing land values and traditional service models, building community buy-in, learning from past mistakes, and funding. The vision is for a sustainable community that improves health, economic, and social outcomes for residents of Runcorn.
The document discusses Age UK's Integrated Care Programme, which aims to provide better and lower-cost care for older people. It outlines key barriers to integrated care in England, such as political and organizational challenges. Age UK's programme provides holistic care coordination led by volunteers to help reduce dependency and isolation. It serves as a critical friend to support service redesign and has shown success in locations like Cornwall. Important aspects of the program include data analysis, whole system working, personalization, and non-medical support to help older adults remain independent.
Housing and Health: Working in PartnershipMark Reading
The document summarizes the work of PHASE (Place Health; Architecture Space and Environment) in supporting the creation of age-friendly neighborhoods. PHASE develops strategic approaches and tools to analyze places and support integrated health, care, and environmental provision. They work in partnership with communities, organizations, and stakeholders to co-produce neighborhood-level initiatives. As an example, PHASE collaborated with Southway Housing Trust and Manchester City Council to conduct research in Old Moat, identifying barriers to age-friendliness and developing a action plan to improve quality of life for older residents. Over 50 of the 114 identified actions have been completed.
This document discusses priorities for the 2019 federal election in Canada. It outlines proposals to invest in community health centres, implement universal pharmacare, expand access to dental care, invest in housing and supports for vulnerable groups like newcomers. It provides details on each proposal, including recommended funding amounts. It also summarizes a presentation from Wellfort Community Health Services advocating for these policies and outlining their advocacy approaches at both the organizational and policy levels.
Developing a New Way of Working for adult health and social care in KingstonKingstonVA
This document discusses developing a new way of working for adult health and social care in Kingston. It provides context from national plans like the NHS Five Year Forward View and regional sustainability plans. It then discusses local initiatives in Kingston like Kingston Coordinated Care and Destination Kingston 2016-2020. The document outlines the design team's focus for 2016, including embedding the new way of working and their ambassadorial role in sharing learning. It identifies challenges to systemic change from organizational culture and resistance, as well as opportunities to influence new initiatives and improve access to care.
Advancing an Action Plan for Community Health Centres in Rural Communitiescachc
The document discusses advancing community health centres (CHCs) in rural communities. It outlines goals of discussing the evolution of CHCs, common challenges and opportunities in rural areas, and initiating discussion on a national rural CHC strategy. Presentations are given by representatives from health centres in Nova Scotia, Ontario, and New York on their centre's history, programs, partnerships, and value in addressing local health needs through a collaborative model. They discuss leveraging community assets, coordinating care, and demonstrating cost savings and improved outcomes through integrated services and addressing social determinants of health.
This document discusses commissioning in Plymouth and how cultural organizations can help deliver health and social care outcomes. It provides examples of how Plymouth libraries and museums have partnered with commissioners to provide activities for residents with dementia. Through pilots like Arts and Minds, cultural organizations have demonstrated improvements in cognition and quality of life for participants and carers. The document encourages other cultural groups to explore how they can partner with local authorities and clinical commissioning groups to help achieve commissioning priorities and strategies.
Challenging social injustice in adults' social health and care serviceCANorfolk
Belinda Schwehr from the legal advice charity CASCAIDr shares her and CASCAIDr’s perspectives on key issues and developments in relation to adults’ health and social care services.
- The document discusses transforming health systems through innovation and evolution in integrated care. It shares the speaker's observations over 40 years working in health care, particularly in integrated care.
- Some of the key learnings are that a focus on quality improvement and fully engaging patients and families in care worked well. Organizing services in small, integrated zones and aligning culture and accountability across the system also supported transformation.
- While redesigning administration and focusing on efficiencies did not work as well, taking a long term, system-wide approach to achieving a shared vision of quality, patient-centered, integrated care is achievable but requires commitment from all parties.
Working with Personal Health Budgets & Direct Payments
A Personal Health Budget is an amount of money to support a person’s health and wellbeing needs, planned and agreed between the person and their local NHS team.
Personal Budgets are an amount of money councils can allocate to help people who have disability, frailty or vulnerability, get the support they want.
A Direct Payment is the way an individual receives that personal budget if they choose to manage it themselves.
Presenter: Lucie Stephens, Head of Co-Production, NEF
Event: How arts and cultural activities are supporting co-production and innovation in public services, London, 19 May 2015, part of our Making Connections events series.
Between May 2015 and March 2016, we are running a series of regional events to bring together commissioners, arts and cultural providers, and others interested in increasing levels of cultural commissioning.
The Cultural Commissioning Programme works to help the arts and cultural sector engage in public sector commissioning and to enable public service commissioners to increase their awareness of the potential for arts and cultural organisations to deliver their outcomes. This three year programme, funded by Arts Council England, is being delivered through a partnership between NCVO (lead partner) , NEF and NPC .
www.ncvo.org/CCProg
Sustaining and Growing the Community Health Centre Modelcachc
The document discusses challenges faced by Community Health Centres (CHCs) in securing funding for comprehensive care models. It then summarizes experiences from CHCs in Canada and the US:
- A Canadian CHC has grown its model through diversified funding, clear mission/branding, and communications. It measures client resiliency improvement.
- A US CHC association discusses Independent Practice Associations, Accountable Care Organizations, and Value-Based Payments requiring data/analytics, care management, and payer partnerships.
- Opportunities include targeting social determinants, but risks include lack of scale and understanding cost drivers when taking on financial risk. Collaboration and strategic partnerships are important to sustain the CH
This document outlines future strategic planning for the Saskatchewan Oral Health Coalition in 2017. It discusses the coalition's core values of being accountable, collaborative, evidence-based, and focused on overall well-being. It also discusses becoming more inclusive, interdisciplinary, and having a unified voice. The coalition agrees to advocate for a Provincial Dental Officer, raise public awareness of oral health, and serve as a resource to educate members. They will also lobby for oral health education, encourage other groups to engage in oral health issues, and promote the coalition in a positive manner.
Building a National Agenda for CHC Leadership on Primary Care and Engaging CH...cachc
This document summarizes a presentation by Dr. Daniel Miller on engaging community health center (CHC) clinicians in leadership and advocacy. The presentation discusses the history and mission of the CHC movement in the United States, focusing on improving access to healthcare for underserved populations. It outlines some of the challenges CHCs face in caring for individuals and communities with respect and dignity. The presentation aims to identify opportunities for CHC clinicians to become more involved beyond direct service delivery, and to learn from successful experiences engaging clinicians in the United States. The goals are to discuss challenges and opportunities for Canadian CHCs and their associations to take action in empowering clinicians on these issues.
1) The document discusses new models of care that are being developed and tested in the UK to address issues with the current fragmented healthcare system such as rising costs and inconsistent quality of care.
2) It outlines challenges facing the current hospital-centric model and describes new integrated models that aim to coordinate care across providers, settings, and sectors.
3) The presentation concludes by acknowledging that transitioning to new models of care will be difficult and take longer than expected but remains an important strategy to improve outcomes and value through the NHS Five Year Forward View.
The document outlines Lincolnshire County Council's strategic direction and financial challenges over the next few years. It summarizes:
1) The council faces a funding gap of £148 million by 2015 due to grant reductions and budget pressures, with an additional £90 million challenge expected by 2018-2019.
2) Commissioning strategies are outlined to improve services for children, adults, and communities in light of reduced funding.
3) The vision is for more integrated and proactive health and care services delivered through community teams and urgent care centers, freeing hospitals for specialist care.
4) Emerging proposals are described to restructure services around proactive urgent care, planned care, and women's and children's services
How will Sustainability and Transformation Plans (STPs) help deliver the Five Year Forward View?
Matthew Swindells and Simon Enright, NHS England, and Julia Ross, North West Surrey CCG
Day One, Pop-up University 7, 10.00
This document discusses NHS RightCare and Medicines Optimisation. It provides charts for interpreting data on CCG performance compared to national averages and peers. It then provides questions for examining a Commissioning for Value pack on coronary heart disease pathways in Town A. The questions focus on identifying issues in the current patient pathway, what additional data is needed, changes GPs could make to prescribing, where to find support for improvements, changes secondary care providers could make, and groups to involve to develop an optimal pathway. Contact information is provided to learn more.
Partnership working session II - DFG Champions SheffieldFoundations HIA
This document provides information about North Yorkshire, including its geography, demographics, and economy. It discusses the relationship between the county and district councils, noting some tensions between their different roles and priorities. It also outlines some of the challenges faced in coordinating services across the two-tier system and strategies for improving collaboration, such as developing memorandums of understanding and taking a whole system approach.
The Humboldt Regional Newcomer Centre provides settlement services to newcomers in 11 regions of Saskatchewan through various programs. Services include English language assessments, language training, career services, and information sessions. The Centre has partnerships with provincial and federal funding programs to support settlement workers, EAL instructors, and a Settlement Worker in Schools. The goal is for newcomers to safely integrate, find work, and contribute to their new communities in Saskatchewan.
BILD Event – 21 March 2018 : Transforming care - Sharing solutions that make ...NHS England
Stream A – Developing Community Housing Solutions
Anna McEwan and James Rosborough from Shared Lives tell the story of three people who have been able to move from residential care settings into the community through their involvement in Shared Lives. The presentation also explains how Shared Lives works and how it can support the Transforming Care agenda.
Matias Valenzuela discusses operationalizing equity to improve Latino health in King County. He outlines frameworks for applying an equity lens to decision making, organizational practices, and community engagement. Lessons from health enrollment efforts emphasize engaging local leaders, collaboration, utilizing existing networks, developing new partnerships, listening to community partners, and continuous improvement. The document also discusses investing early in child development, place-based community work, and advancing equity through leadership, integration, breaking down silos, tools and measurements, communications, and addressing both rational and emotional aspects.
Beverly Alimo-Metcalfe, Chief Executive, Real World Group, discusses the relationship between governance and leadership at The King's Fund's Leadership Summit 2012.
Giles Wilmore: How will the NHS Information Strategy support the new NHS?The King's Fund
Giles Wilmore, Director of Quality Framework and QIPP, Department of Health, discusses the NHS Information Strategy at The King's Fund's NHS Information Revolution conference.
Developing a New Way of Working for adult health and social care in KingstonKingstonVA
This document discusses developing a new way of working for adult health and social care in Kingston. It provides context from national plans like the NHS Five Year Forward View and regional sustainability plans. It then discusses local initiatives in Kingston like Kingston Coordinated Care and Destination Kingston 2016-2020. The document outlines the design team's focus for 2016, including embedding the new way of working and their ambassadorial role in sharing learning. It identifies challenges to systemic change from organizational culture and resistance, as well as opportunities to influence new initiatives and improve access to care.
Advancing an Action Plan for Community Health Centres in Rural Communitiescachc
The document discusses advancing community health centres (CHCs) in rural communities. It outlines goals of discussing the evolution of CHCs, common challenges and opportunities in rural areas, and initiating discussion on a national rural CHC strategy. Presentations are given by representatives from health centres in Nova Scotia, Ontario, and New York on their centre's history, programs, partnerships, and value in addressing local health needs through a collaborative model. They discuss leveraging community assets, coordinating care, and demonstrating cost savings and improved outcomes through integrated services and addressing social determinants of health.
This document discusses commissioning in Plymouth and how cultural organizations can help deliver health and social care outcomes. It provides examples of how Plymouth libraries and museums have partnered with commissioners to provide activities for residents with dementia. Through pilots like Arts and Minds, cultural organizations have demonstrated improvements in cognition and quality of life for participants and carers. The document encourages other cultural groups to explore how they can partner with local authorities and clinical commissioning groups to help achieve commissioning priorities and strategies.
Challenging social injustice in adults' social health and care serviceCANorfolk
Belinda Schwehr from the legal advice charity CASCAIDr shares her and CASCAIDr’s perspectives on key issues and developments in relation to adults’ health and social care services.
- The document discusses transforming health systems through innovation and evolution in integrated care. It shares the speaker's observations over 40 years working in health care, particularly in integrated care.
- Some of the key learnings are that a focus on quality improvement and fully engaging patients and families in care worked well. Organizing services in small, integrated zones and aligning culture and accountability across the system also supported transformation.
- While redesigning administration and focusing on efficiencies did not work as well, taking a long term, system-wide approach to achieving a shared vision of quality, patient-centered, integrated care is achievable but requires commitment from all parties.
Working with Personal Health Budgets & Direct Payments
A Personal Health Budget is an amount of money to support a person’s health and wellbeing needs, planned and agreed between the person and their local NHS team.
Personal Budgets are an amount of money councils can allocate to help people who have disability, frailty or vulnerability, get the support they want.
A Direct Payment is the way an individual receives that personal budget if they choose to manage it themselves.
Presenter: Lucie Stephens, Head of Co-Production, NEF
Event: How arts and cultural activities are supporting co-production and innovation in public services, London, 19 May 2015, part of our Making Connections events series.
Between May 2015 and March 2016, we are running a series of regional events to bring together commissioners, arts and cultural providers, and others interested in increasing levels of cultural commissioning.
The Cultural Commissioning Programme works to help the arts and cultural sector engage in public sector commissioning and to enable public service commissioners to increase their awareness of the potential for arts and cultural organisations to deliver their outcomes. This three year programme, funded by Arts Council England, is being delivered through a partnership between NCVO (lead partner) , NEF and NPC .
www.ncvo.org/CCProg
Sustaining and Growing the Community Health Centre Modelcachc
The document discusses challenges faced by Community Health Centres (CHCs) in securing funding for comprehensive care models. It then summarizes experiences from CHCs in Canada and the US:
- A Canadian CHC has grown its model through diversified funding, clear mission/branding, and communications. It measures client resiliency improvement.
- A US CHC association discusses Independent Practice Associations, Accountable Care Organizations, and Value-Based Payments requiring data/analytics, care management, and payer partnerships.
- Opportunities include targeting social determinants, but risks include lack of scale and understanding cost drivers when taking on financial risk. Collaboration and strategic partnerships are important to sustain the CH
This document outlines future strategic planning for the Saskatchewan Oral Health Coalition in 2017. It discusses the coalition's core values of being accountable, collaborative, evidence-based, and focused on overall well-being. It also discusses becoming more inclusive, interdisciplinary, and having a unified voice. The coalition agrees to advocate for a Provincial Dental Officer, raise public awareness of oral health, and serve as a resource to educate members. They will also lobby for oral health education, encourage other groups to engage in oral health issues, and promote the coalition in a positive manner.
Building a National Agenda for CHC Leadership on Primary Care and Engaging CH...cachc
This document summarizes a presentation by Dr. Daniel Miller on engaging community health center (CHC) clinicians in leadership and advocacy. The presentation discusses the history and mission of the CHC movement in the United States, focusing on improving access to healthcare for underserved populations. It outlines some of the challenges CHCs face in caring for individuals and communities with respect and dignity. The presentation aims to identify opportunities for CHC clinicians to become more involved beyond direct service delivery, and to learn from successful experiences engaging clinicians in the United States. The goals are to discuss challenges and opportunities for Canadian CHCs and their associations to take action in empowering clinicians on these issues.
1) The document discusses new models of care that are being developed and tested in the UK to address issues with the current fragmented healthcare system such as rising costs and inconsistent quality of care.
2) It outlines challenges facing the current hospital-centric model and describes new integrated models that aim to coordinate care across providers, settings, and sectors.
3) The presentation concludes by acknowledging that transitioning to new models of care will be difficult and take longer than expected but remains an important strategy to improve outcomes and value through the NHS Five Year Forward View.
The document outlines Lincolnshire County Council's strategic direction and financial challenges over the next few years. It summarizes:
1) The council faces a funding gap of £148 million by 2015 due to grant reductions and budget pressures, with an additional £90 million challenge expected by 2018-2019.
2) Commissioning strategies are outlined to improve services for children, adults, and communities in light of reduced funding.
3) The vision is for more integrated and proactive health and care services delivered through community teams and urgent care centers, freeing hospitals for specialist care.
4) Emerging proposals are described to restructure services around proactive urgent care, planned care, and women's and children's services
How will Sustainability and Transformation Plans (STPs) help deliver the Five Year Forward View?
Matthew Swindells and Simon Enright, NHS England, and Julia Ross, North West Surrey CCG
Day One, Pop-up University 7, 10.00
This document discusses NHS RightCare and Medicines Optimisation. It provides charts for interpreting data on CCG performance compared to national averages and peers. It then provides questions for examining a Commissioning for Value pack on coronary heart disease pathways in Town A. The questions focus on identifying issues in the current patient pathway, what additional data is needed, changes GPs could make to prescribing, where to find support for improvements, changes secondary care providers could make, and groups to involve to develop an optimal pathway. Contact information is provided to learn more.
Partnership working session II - DFG Champions SheffieldFoundations HIA
This document provides information about North Yorkshire, including its geography, demographics, and economy. It discusses the relationship between the county and district councils, noting some tensions between their different roles and priorities. It also outlines some of the challenges faced in coordinating services across the two-tier system and strategies for improving collaboration, such as developing memorandums of understanding and taking a whole system approach.
The Humboldt Regional Newcomer Centre provides settlement services to newcomers in 11 regions of Saskatchewan through various programs. Services include English language assessments, language training, career services, and information sessions. The Centre has partnerships with provincial and federal funding programs to support settlement workers, EAL instructors, and a Settlement Worker in Schools. The goal is for newcomers to safely integrate, find work, and contribute to their new communities in Saskatchewan.
BILD Event – 21 March 2018 : Transforming care - Sharing solutions that make ...NHS England
Stream A – Developing Community Housing Solutions
Anna McEwan and James Rosborough from Shared Lives tell the story of three people who have been able to move from residential care settings into the community through their involvement in Shared Lives. The presentation also explains how Shared Lives works and how it can support the Transforming Care agenda.
Matias Valenzuela discusses operationalizing equity to improve Latino health in King County. He outlines frameworks for applying an equity lens to decision making, organizational practices, and community engagement. Lessons from health enrollment efforts emphasize engaging local leaders, collaboration, utilizing existing networks, developing new partnerships, listening to community partners, and continuous improvement. The document also discusses investing early in child development, place-based community work, and advancing equity through leadership, integration, breaking down silos, tools and measurements, communications, and addressing both rational and emotional aspects.
Beverly Alimo-Metcalfe, Chief Executive, Real World Group, discusses the relationship between governance and leadership at The King's Fund's Leadership Summit 2012.
Giles Wilmore: How will the NHS Information Strategy support the new NHS?The King's Fund
Giles Wilmore, Director of Quality Framework and QIPP, Department of Health, discusses the NHS Information Strategy at The King's Fund's NHS Information Revolution conference.
Chris Naylor: volunteering in health and careThe King's Fund
Chris Naylor, Fellow in Health Policy at The King's Fund, looks at the value of volunteering in health and social care, what it takes to get it right and the impact of the NHS reforms on volunteers.
International digital health and care congress 2014 - Breakouts: Thursday, se...The King's Fund
The document outlines the schedule for breakout sessions on Thursday with various presentations grouped into six tracks:
Track T4A focuses on telemonitoring services and mobile health tools to engage patients. Track T4B looks at tackling social isolation in older people through digital advocates and technology. Track T4C examines integrating systems across multiple teams and platforms to provide personalized care. Track T4D analyzes using social media to better communicate care coordination and relationships between patients and providers. Track T4E explores supporting access to primary care through digital healthcare kiosks and online access. Finally, Track T4F discusses digitally sharing clinical information through a mobile workforce and connecting data, systems and citizens.
The document discusses improving healthcare by focusing more on individual patients and treating them with dignity and respect as people rather than diseases or conditions. It emphasizes setting clear standards, measuring outcomes, and empowering staff to use compassion and common sense rather than limiting themselves only to processes and controls. The overall message is to make patients and their families true partners in care and never lose sight that the healthcare system exists to serve patients.
Web at 25 - W3C/Ontos Event on May 22, 2014. Agenda of the dayAI4BD GmbH
The document outlines an agenda for a event celebrating 25 years of the World Wide Web. The agenda includes presentations on the history and future of the Web from the World Wide Web Consortium (W3C), digital publishing using HTML5 and CSS3, linked open data, and W3C services. The event is to take place on May 22, 2014 at the Blue Factory Technology Park in Fribourg, Switzerland, and will include presentations from Daniel Hladky, Bernard Gidon, and Sebastien Dubuis. It will conclude with a coffee break and networking apéro.
RIAN - News the New Way (powered by Ontos)AI4BD GmbH
RIA Novosti, a Russian news agency founded in 1941, developed a semantic publishing platform to generate metadata for every news item and article. This allows content to be filtered and blended for different applications and customers. The platform uses an ontology and triple store to relate entities, events, and topics across content. This enables new types of analytics and adaptive websites that personalize based on user location and interests.
Simon Cunningham: How the Safer Births Programme has made a difference to qua...The King's Fund
The Safer Births Programme made improvements to maternity care at MCHT Crewe over time. Key changes included implementing tools like SBAR for better communication, a buddy system for hourly CTG reviews, and a birthrate acuity tool for escalation. These helped increase teamwork and coordination. Outcomes included higher ratings for safety culture, fewer CTG misinterpretations, and decreased rates of low cord gases and postpartum hemorrhage. Lessons included involving staff earlier and maintaining momentum with continued initiatives to further normalize safe practices.
This document discusses linked open data and the Ontos LD Information Workbench. It provides examples of organizations that publish open government and cultural data as linked open data. It then describes the key components of the Ontos tool for authoring, storing, linking, exploring and managing linked data over its life cycle. These include tools for extraction, storage, linking datasets, semantic search and browsing linked data.
Peter Littlejohns: Generating the right kind of clinical evidence and guidanceThe King's Fund
Peter Littlejohns, Clinical and Public Health Director, NICE, discusses how they are working to help patients and clinicians make choices about health care.
Chris Ham: capitated budgets - a flexible way to enable new models of careThe King's Fund
Chris Ham, Chief Executive at The King’s Fund, looks at how high performing integrated systems are using capitated budgets and shares examples of eight PCTs who are commissioning integrated care in an innovative way.
Simon Chapman, director of policy, ethics, and parliamentary affairs for the National Council for Palliative Care, discusses the challenges around commissioning services at end of life.
A new set of Time to Think Differently infographics, which look at facts around the changing professional roles in the health and social care workforce. Find out more at www.kingsfund.org.uk/think
Linking Staff Wellbeing and Patient Experience The King's Fund
Staff wellbeing is linked to patient experience and organizational success. It includes both short and long-term emotional, psychological, and physical health as well as work performance. High demands, low control, and poor support at work can lead to stress and negatively impact motivation, absenteeism, and job performance. Ensuring staff wellbeing requires prioritizing it over short-term concerns, implementing team-based interventions, and developing a culture where staff feel valued and supported. Measuring current wellbeing, developing evidence-based interventions, and evaluating their impact can help organizations improve both staff effectiveness and patient outcomes.
Andre Tylee and Alan Cohen: Incorporating psychological therapies in the trea...The King's Fund
Dr Alan Cohen, Director of Primary Care at West London Mental Health Trust, and Professor Andre Tylee, Professor of Primary Care Mental Health at King’s College London, explain how the IAPT (Improving Access to Psychological Therapies) programme has been helping treat chronic conditions.
Dick Sorabji: Providing the evidence base for integrated careThe King's Fund
Dick Sorabji, Corporate Director of Policy and Public Affairs, London Councils, shares examples of integrated care initiatives in London and looks at the future barriers to achieving integration.
PPI (patient and public involvement) is imperative for successful commissioning for several reasons: it saves money and ensures pathways are used; it increases the moral and democratic legitimacy of the NHS; and it leads to safer and better designed services. There are several governance options for consortiums including democratic elections to boards and having lay people and community groups represented. Community development and asset-based approaches can improve PPI, health outcomes, and tackle inequalities by strengthening communities and individuals. The 7 step model of community organizing has led to rapid changes in commissioning and health improvements within 5 years.
PPI (patient and public involvement) is imperative for successful commissioning for several reasons: it saves money and ensures pathways are used; it increases the moral and democratic legitimacy of the NHS; and it leads to safer and better designed services. Effective PPI requires democratic and participatory involvement from both individuals and community groups to influence priorities, service development, and quality standards. This can be achieved through structures like Healthwatch, consortium governance models, and community development approaches that view community members as assets and work to improve health through co-production.
Christian Social Services Commission meeting discusses strengthening public-private partnerships and interfaith collaboration for universal health coverage in Tanzania. The CSSC coordinates over 897 church health facilities and works to improve partnerships between faith-based organizations and the government. While some successes have been achieved in areas like signing service agreements and jointly training staff, challenges remain around coordination, funding, capacity building, and utilization of human resources. Strengthening understanding of public-private partnerships at all levels and continuing to build capacity on developing and monitoring such partnerships will be important to improving health services and progressing toward universal coverage in Tanzania.
This document discusses workforce challenges and opportunities for integration between health and social care. It provides context on budget deficits and demands on the system. Integration is presented as a potential solution but also complicated by the history of separate health and social care legislation. Examples of integrated initiatives in the West Midlands are summarized, including lessons learned from an older adults workforce integration program and a transformation theme. Challenges of integration include defining the integrated system and workforce, and achieving integrated workforce planning. Opportunities include new roles and competencies as well as multi-professional learning.
Health Equity into Action: Building on Partnerships and CollaborationsWellesley Institute
This presentation offers insight on how to put health equity into action by building on partnerships and collaborations.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
- The Health and Social Care Act of 2012 was the largest change to the NHS since 1948.
- From April 2013 in Surrey, 80% of the NHS commissioning budget will be devolved to 6 new Clinical Commissioning Groups composed of GPs, while 20% will be handled by the National Commissioning Board and public health will become a county council responsibility.
- The document outlines developments like the newly formed Health and Wellbeing Board and Healthwatch Surrey, as well as the strategy and priorities the Board has identified to implement, including children's health, older adults, reducing inequalities, and safeguarding the population.
The document discusses partnership working between local government and public health organizations to improve health through planning policies. It covers several key points:
1) The roles of elected members, officers, NHS, and community stakeholders and understanding how to build partnerships within complex duties.
2) How to work effectively with local governments by understanding their priorities and constraints rather than taking a deficit approach or lecturing on planning law.
3) Examples of integrating public health strategies into local planning policies to address issues like obesity prevention through restrictions on fast food establishments and active transportation plans.
This document summarizes a meeting of the Hertfordshire and West Essex Sustainability and Transformation Partnership about population health management. The meeting included presentations on the national context of population health and PHM, developing PHM locally, and next steps. It discussed the role of elected members in improving health outcomes and wellbeing for residents. Attendees considered developing a population health strategy and wider determinants of health. The goal is to improve physical and mental health across the population through data-driven care that addresses health inequalities.
This presentation examines the ways in which local action can achieve health equity.
Bob Gardner, Director of Policy
www.wellesleyinstitute.com
Follow us on twitter @wellesleyWI
Direction of Health and Social care in Norfolk CANorfolk
The document discusses the creation of an Integrated Care System (ICS) for Norfolk and Waveney to improve how the NHS, social care, and voluntary, community and social enterprise (VCSE) sector work together. Key points:
1) An ICS will take collective responsibility for resources, standards, and population health. It aims to improve health equity, coordinate care, and make the area the best place to work in health and care.
2) Care will be increasingly integrated at the neighborhood and local place levels involving primary care, acute care, mental health, social care, and VCSE organizations.
3) A proposed ICS Partnership Board and VCSE Assembly are discussed to strengthen partnership working
This document summarizes a meeting discussing how to better incorporate communities into existing models of health system strengthening. The World Health Organization's six building blocks model was used as a starting point. Meeting participants reviewed each building block and considered how communities could be more explicitly included. They identified several key areas missing from current models, such as an emphasis on community-based health services and civil society engagement. The overall goal was to stimulate discussion on better representing communities and community health in global health frameworks and funding.
HWBs are expected to (1) accredit and assess CCGs, approve their plans and budgets, and refer disagreements to the national board. (2) Develop joint strategic needs assessments and understand the impact of cost-cutting locally. (3) Champion public health and reduce inequalities. However, getting diverse stakeholders including GPs, councils, users, and the national board to agree will be challenging. HWBs must seek evidence-based, long-term solutions while building trust between sectors.
Healthwatch Stoke-on-Trent held its annual meeting for 2018/19. The organization works to gather people's views on health and social care services, with a focus on those who find it hardest to be heard, to help shape support. In 2018/19, Healthwatch worked with others on an information card for homeless people accessing GPs. It also engaged people for the NHS Long-Term Plan and identified key themes around access, communication, and specific conditions. Healthwatch will focus areas of prescriptions/pharmacy and community mental health services to understand experiences and identify improvements.
This document discusses early suggestions for patient and public engagement (PPE) in the South East Coast Strategic Clinical Networks. It provides 5 suggestions: 1) Support established partnership and other key groups during the first year; 2) Think of communities of interest as a "people bank"; 3) Integrate inclusion and PPE agendas; 4) Develop a "Third Sector Local"; and 5) Train, sustain, and grow user leaders. The recommendations aim to make PPE appropriate for the population and geography, aligned with work plans, and avoid duplication by coordinating with other local involvement systems in the region.
John Gillies: Health and Social Care Integration in Scotland 2018STN IMPRO
The document discusses health and social care integration in Scotland. It provides background on the Scottish population and healthcare system. The key goals of integration are to support people living independently at home, provide positive experiences of care, and design services around individual needs rather than organizational structure. Integration partnerships aim to improve outcomes such as quality of life, reducing inequalities, and supporting carers through coordinated primary, community and social care services.
Wessex Health Partners Wessex Integrated Care, Population Health, Research & ...Wessex Health Partners
The Wessex Health Partners (WHP) strategic alliance has brought together partners from across Dorset, Hampshire and the Isle of Wight to explore how research and innovation (R&I) can improve population health.
The event, which was a first of its kind for Wessex, saw health and care and R&I leaders gather to discuss the key challenges and priorities for the region, and explore opportunities to address them through increased collaboration and partnership working.
More than 100 people attended the event, which took place at Southampton Science Park on Friday 15 March.
This document summarizes the historical context of lay influence on healthcare commissioning in the UK. It discusses how patient and public involvement has evolved from a focus on consultation to aiming for more meaningful engagement. While structures for involvement have improved under policies like World Class Commissioning, evidence suggests the public still lacks influence over commissioning decisions. The document proposes ways to strengthen lay representation and involvement in the new healthcare system established under the Health and Social Care Bill.
This document discusses the case for expanding CAMHS services to serve those aged 0-25 years old. It notes the policy context supports integrated services and highlights the small resources currently spent on CAMHS compared to overall mental health budgets. The document argues that a wider wellbeing focus, integration with other services, co-design with users, and flexible workforce models are needed to better meet the mental health needs of children and young people.
The document summarizes a presentation about implementing personal health budgets for children with continuing healthcare needs. It provides an overview of the national context and programs supporting personal health budgets. It also describes NHSE's program priorities and the local implementation experience in Wigan, including achievements, challenges and opportunities. Support resources from In Control are highlighted for CCGs and councils implementing personal health budgets.
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Matthew Ellis: Staffordshire health and wellbeing board
1. Staffordshire health and
wellbeing board
Opportunities, challenges and the way ahead
Matthew Ellis
Cabinet Member – Adults & Wellbeing
(HWbB Chair)
2. Staffordshire partnerships –
before HWB
• CONTEXT June 2009 – one council – restructure
• Integrated health and social care partnership trust
• Staffordshire sector committed in principle to integrated
commissioning and health and wellbeing
• Cabinet member for public health/community safety
• Joint DPH appointment – located in county council
• Joint health and wellbeing strategy
• Joint commissioning unit
• Strategic plan with health and wellbeing outcomes
3. Establishing the health and wellbeing
board – the early days
• Commitment and interest from many partners in the HWB – But!
• Managing expectations of wider partners difficult – dealing with
who isn’t on the board, rather than who is – distracting and time
consuming – INWARD FOCUS
• Learning from past LAA partnerships – a need for more strategic,
outcome focused partnership – not ‘usual suspects’
• Stakeholder events
• Engagement and relationships of clinical commissioning groups
– county led on GP events – ‘understanding new partnerships,
each other’s worlds, trust and new opportunities – limited
knowledge of social care
4. Staffordshire health and wellbeing
board membership
• 3 cabinet members: adults wellbeing (Chair), children, public
health and community safety
• 2 district councillors (rep. 8 districts and borough councils)
• Director of public health
• Director for people
• 5 clinical commissioning groups – GPs (not co-terminus)
• Chair LINk
• Chief Constable – community safety link to health and
wellbeing
• PCC – future
5. Where are we now?
• HWB meeting monthly since October 2011
• Focus on strategic leadership, common purpose, trust
• Agreed HWB vision, purpose, principles and approach
• Limited commitment to pooling and aligning resource where
sensible to do so – words easy! – achieving more difficult
• Endorsed JSNA
• Agreed early outcomes and priorities – alcohol, long-term conditions
(risk strategy), obesity, children and troubled families
• Work on enhanced JSNA and Joint Health and Wellbeing Strategy
• Working integrated Health and Social Care Community Partnership
Trust now making a practical difference
• Developing options for integrated commissioning
• Ambition to develop sector wide resource investment, repay,
reward formulaic approach – is it possible?
6. Strengths and opportunities
• 2 (out of 3) ‘Acutes’ dedicated workstreams
• New approach for integrated engagement of public and
patients across large geographical areas and services –
through ‘Engaging Communities Staffordshire’ (host
Healthwatch)
• Integrated Staffordshire public health team – across ‘people
and place’
• Commitment to integrated commissioning – specialist support
from The King’s Fund – working with the county and cogs on
options for integrated commissioning
7. Challenges
• Diversity and complexity of a two-tier county
• Rural and urban, financially diverse population
• Layers of complexity to partnership not found in unitary
• 5 clinical commissioning groups
• 8 districts (2 tier responsibilities / LEP / transport negotiations)
• Many providers – how to meaningfully engage?
• Power, influence, as is. Will the ‘centre’ genuinely liberate
and enable localism in the NHS? CSS?
8. Challenges cont…
• Trust, ceding power, politics/tough decisions/GPs prepared?
• NHS long-term strategic infrastructure planning
• Doing the right thing and managing unpopular messages with
the community – eg, the strategic shift to prevention and
greater focus on community means fewer hospitals
• Early days – CCGs keen and willing – but all at very different
levels of development
• Double funding change
• Strategic provider engagement with HWB
9. Where are we going? The journey ahead?
• Relationships and partnership with developing CCGs remains
key
• Reviewing commissioning plans
• Enhanced JSNA & JHWS
• Ongoing work with The King’s Fund, county council and
CCGs on integrated commissioning – options in October
• More investment in prevention
• Social media
• Public engagement