The document outlines the structure and roles of various bodies within the reorganized NHS in England, including:
1) Clinical Commissioning Groups (CCGs) which will have representation from local GPs, patients, and other members to commission local health services.
2) Foundation Trusts which will run local hospitals and have boards including executives, non-executive directors, and governors including public members.
3) Health and Wellbeing Boards which coordinate commissioning at the local authority level and include CCG, public health and council representatives.
It then discusses principles of public involvement in the new structures and ensuring services are commissioned in the interests of patients.
Medical Discount Program that covers Medical, Dental, Vision, & Prescriptions for entire family for $129.95 / Month & Individual for Only $99.95 / month. Everyone is accepted, even if you have a pre-existing condition.
This document provides information about voluntary benefits that can be offered to employees, including critical illness insurance, accident insurance, hospital indemnity insurance, pet insurance, and legal services. It discusses the value of these benefits and provides examples of common situations where each type of coverage could help pay expenses. Product snapshots are included for critical illness insurance, accident insurance, and hospital indemnity insurance from Transamerica, as well as for legal services from ARAG and pet insurance from Nationwide.
- The document is a letter welcoming Linza Soasa to an insurance plan providing hospital indemnity coverage, cash benefits, and discounts on healthcare services.
- The plan pays $400 per day for hospital stays due to accidents or $200 per day for illness, increasing every 3 months. It also pays lump sums for extended stays and benefits for doctor visits, ER treatment, and ambulances.
- Additional benefits include discounts on prescriptions, medical costs, and access to a 24/7 nurse hotline. The affordable monthly premium does not increase with age or number of claims. Customer service contact information is provided.
RESOLUTION INSURANCE HEALTH POLICY GUIDEDavid Waswa
Resolution Insurance entered the Kenyan market in 2002 as the first medical insurance provider. It has since grown to provide various insurance products including personal accident, liability, and travel insurance. As the core product is medical insurance, Resolution Insurance has developed a strong network of over 750 healthcare providers across East Africa. The document provides details on Resolution Insurance's medical insurance plans for individuals and families, including benefits, rates, and eligibility.
Resolution Insurance Company is proposing a health insurance policy to cover the organization's staff. Resolution has over 10 years of experience in medical insurance and manages coverage for over 60,000 members through a network of 750 medical providers. The proposed policy offers comprehensive inpatient and outpatient benefits including maternity coverage, chronic illness coverage including HIV/AIDS, overseas medical coverage, and wellness benefits. The proposal outlines eligibility requirements, coverage details, waiting periods, and how to access medical services. Resolution requests a quote including company name, number of staff to be covered along with their ages and number of dependents.
The document discusses concerns around the high costs of assisted living facilities and how they can negatively impact the health and wealth of elderly residents. It provides recommendations for how family members can protect their loved ones, including thoroughly reviewing admission contracts and assessments, ensuring service plans accurately reflect needs, being aware of medication and ancillary service costs, understanding complaint reporting processes, and maintaining regular contact and oversight of care.
The document summarizes the inaugural dedication service held at Modilon General Hospital in Madang, Papua New Guinea. Fr. Peter Hunter welcomed guests and staff to the important event and encouraged the staff to work together as a team, emphasizing that they serve God by serving one another. The presiding minister, Pastor Kario Veneo, exhorted the staff to serve patients with love, forgiveness, and compassion. Senior staff then came forward for special prayers and dedication of their leadership to God.
Robert F Naples is an insurance agent with USA Benefits Group, a nationwide network of insurance professionals. He has over 50 years of experience in insurance and financial services. He is dedicated to finding health insurance plans that will pay 100% of catastrophic medical bills from critical illnesses, accidents, and transplants. His plans also provide income replacement if the policyholder is unable to work due to an illness or accident. He works with top-rated insurance carriers to offer secure and affordable options to protect families from financial hardship due to high medical costs.
Medical Discount Program that covers Medical, Dental, Vision, & Prescriptions for entire family for $129.95 / Month & Individual for Only $99.95 / month. Everyone is accepted, even if you have a pre-existing condition.
This document provides information about voluntary benefits that can be offered to employees, including critical illness insurance, accident insurance, hospital indemnity insurance, pet insurance, and legal services. It discusses the value of these benefits and provides examples of common situations where each type of coverage could help pay expenses. Product snapshots are included for critical illness insurance, accident insurance, and hospital indemnity insurance from Transamerica, as well as for legal services from ARAG and pet insurance from Nationwide.
- The document is a letter welcoming Linza Soasa to an insurance plan providing hospital indemnity coverage, cash benefits, and discounts on healthcare services.
- The plan pays $400 per day for hospital stays due to accidents or $200 per day for illness, increasing every 3 months. It also pays lump sums for extended stays and benefits for doctor visits, ER treatment, and ambulances.
- Additional benefits include discounts on prescriptions, medical costs, and access to a 24/7 nurse hotline. The affordable monthly premium does not increase with age or number of claims. Customer service contact information is provided.
RESOLUTION INSURANCE HEALTH POLICY GUIDEDavid Waswa
Resolution Insurance entered the Kenyan market in 2002 as the first medical insurance provider. It has since grown to provide various insurance products including personal accident, liability, and travel insurance. As the core product is medical insurance, Resolution Insurance has developed a strong network of over 750 healthcare providers across East Africa. The document provides details on Resolution Insurance's medical insurance plans for individuals and families, including benefits, rates, and eligibility.
Resolution Insurance Company is proposing a health insurance policy to cover the organization's staff. Resolution has over 10 years of experience in medical insurance and manages coverage for over 60,000 members through a network of 750 medical providers. The proposed policy offers comprehensive inpatient and outpatient benefits including maternity coverage, chronic illness coverage including HIV/AIDS, overseas medical coverage, and wellness benefits. The proposal outlines eligibility requirements, coverage details, waiting periods, and how to access medical services. Resolution requests a quote including company name, number of staff to be covered along with their ages and number of dependents.
The document discusses concerns around the high costs of assisted living facilities and how they can negatively impact the health and wealth of elderly residents. It provides recommendations for how family members can protect their loved ones, including thoroughly reviewing admission contracts and assessments, ensuring service plans accurately reflect needs, being aware of medication and ancillary service costs, understanding complaint reporting processes, and maintaining regular contact and oversight of care.
The document summarizes the inaugural dedication service held at Modilon General Hospital in Madang, Papua New Guinea. Fr. Peter Hunter welcomed guests and staff to the important event and encouraged the staff to work together as a team, emphasizing that they serve God by serving one another. The presiding minister, Pastor Kario Veneo, exhorted the staff to serve patients with love, forgiveness, and compassion. Senior staff then came forward for special prayers and dedication of their leadership to God.
Robert F Naples is an insurance agent with USA Benefits Group, a nationwide network of insurance professionals. He has over 50 years of experience in insurance and financial services. He is dedicated to finding health insurance plans that will pay 100% of catastrophic medical bills from critical illnesses, accidents, and transplants. His plans also provide income replacement if the policyholder is unable to work due to an illness or accident. He works with top-rated insurance carriers to offer secure and affordable options to protect families from financial hardship due to high medical costs.
This public health white paper outlines a life-course approach to improving population health and reducing social inequalities. It focuses on early years support and education, maximizing capabilities across the lifespan, creating fair employment, ensuring healthy standards of living, and strengthening the prevention of ill health to reduce social gradients in health. Reducing social inequalities is a priority, as outlined in the UK Marmot Review, through policies like increasing spending in early years and family support.
Denise Hawkes is a military brat who spent her longest time in Miami. She is 5'2" with a big personality. She enjoys being a mom, working two jobs, spending time with her daughter, cooking, cleaning, listening to music, working out, and spending time with family. Her favorite food is sloppy joes with mac and cheese and baked beans. In the future, she sees herself as a successful surgeon with five medical centers built within the next 5 to 10 years.
This document discusses several concepts related to the digital revolution and knowledge work, including:
1. Knowmads - nomadic knowledge workers who can work with anybody, anytime, anywhere.
2. Third space - experiences that blend elements of both the real world and virtual world.
3. Society 3.0 - a concept proposed by Marco Derksen referring to the transition to a digital knowledge economy and society.
4. The value of social networks and "social currency" in professional networks like Seats2meet.com.
It touches on ideas like crowdsourcing, data as the "new oil," and the changing nature of work and society in the digital age.
Denise Hawkes is developing an educational plan to complete her career goal of becoming a registered nurse. Her plan includes obtaining an Associate of Science degree, which will take two years to complete, followed by a Bachelor's degree, which will take an additional two years, for a total of four years to achieve her career goal. She is asked to provide details of her career and education plans, including timelines and an official education plan from her advisor.
4 andi m amir - skrining f1 jarak pagarxie_yeuw_jack
Penelitian ini bertujuan untuk menemukan aksesi jarak pagar yang tahan terhadap hama daun melalui persilangan 16 aksesi berproduksi tinggi dan kadar minyak tinggi. Hasilnya menunjukkan SP-65 x Jatim-45 cenderung tahan terhadap hama tungau, SP-65 x SP-67 cenderung tahan terhadap hama Thrips, dan IP-3A x Jatim 45 cenderung tahan terhadap kutu putih dengan persentase kerusakan masing-masing
The document provides instructions for students to complete a pre-course assessment of their analytical, creative, and practical thinking skills. It includes 20 statements for each skill area and asks students to rate how well each statement applies to them. The results will help students understand their strengths in different types of thinking.
The future of market access – the local picture PM Society
David Thorne, CEO of Newcastle West CCG, discussed the challenges and opportunities for clinical commissioning groups in shaping local healthcare. He outlined the CCG's responsibilities to identify local health needs, meet national priorities, commission services through performance-managed contracts, and maintain budgets and public confidence in the NHS. Thorne also described Newcastle West CCG's population as aging with high dependency on benefits and life expectancies comparable to developing nations. Key health issues included cancers, heart disease, and COPD. The presentation emphasized using local data and engaging with patients, providers and other stakeholders to design effective local care pathways.
The document discusses the relationship between physicians and hospital administrators and why they often have misaligned priorities. It argues that the current healthcare system forces physicians and administrators to work toward opposing goals related to financial viability versus quality-driven care. However, both groups share core values of service, altruism, and the challenge of healthcare. To address this conflict and fix the broken system, physicians and administrators must come together as a team, embrace collaboration, and work toward common goals of quality, access, and reducing costs. The Affordable Care Act will further require their partnership to do more with less.
4. strengthening the patient voice part 2v2 nick harding 5 july 2012podnosh
The document discusses strengthening the patient voice in healthcare. It summarizes feedback from a morning session which touched on issues like governance and control of funds, engagement with patients, GP burnout, access to appointments and services, links between primary and secondary care, and the changing role of GPs. It also provides information on the local healthcare system including accountability, funding sources, and an overview of providers in the area. The vision is for healthcare without boundaries through local commissioning groups that empower patients and improve health in communities.
This document discusses the changing landscape for integration between the NHS and social care in England. It outlines the new legislative, fiscal, and ideological contexts, including the creation of clinical commissioning groups, health and wellbeing boards, and increased competition in the healthcare system. It questions how compatible competition and collaboration are and whether these changes will facilitate deeper integration or more tactical partnerships between organizations.
The document provides an overview of the UK healthcare system including:
1) It describes the key components of the UK National Health Service (NHS) including that it is publicly funded and provides universal healthcare coverage.
2) It outlines the organizational structure of the NHS including the Department of Health, strategic health authorities, primary care trusts, NHS trusts, and primary care teams.
3) It discusses some of the principles of the NHS including that it is intended to provide healthcare that is free at the point of delivery based on clinical need rather than ability to pay.
This document summarizes priorities and changes for the NHS Cluster in the West Midlands region. It discusses focusing on high quality, safe, and efficient healthcare while managing the transformation of the NHS through strategies like prevention and early intervention. Key priorities include reducing infections, avoidable deaths, and pressure ulcers. The transition plan involves PCTs transitioning responsibilities to clinical commissioning groups and local offices of the NHS Commissioning Board. The future brings more challenges but also opportunities for greater patient and public involvement.
Sian Davies & Suzanne Robinson: Functions and mechanisms of priority settingNuffield Trust
Here are some suggestions for each scenario:
CCGs developing priority setting:
1. Engage all key stakeholders including public/patients
2. Establish transparent decision making processes
3. Build strong clinical leadership and ownership
4. Ensure sufficient resources and expertise are available
5. Collect and use high quality data and evidence
Department of Health developing national policies:
1. Provide guidance on minimum standards for priority setting processes
2. Support development of tools and methods for priority setting
3. Ensure adequate public health expertise is available locally
4. Allow flexibility for local decision making and innovation
5. Develop mechanisms for sharing best practices across areas
Actions for David Nicholson at the NHSCB:
1
Medibank Managing Director speaks at Amercian Chamber of CommerceLaura Harris
Medibank Managing Director, George Savvides presented at the American Chamber of Commerce in Melbourne about Medibank’s approach to primary care and its integrated care pilots.
3. nick harding strengthening the patient voice part 1 final 2003podnosh
The document summarizes the transition of healthcare commissioning in England from Primary Care Trusts (PCTs) to Clinical Commissioning Groups (CCGs) under the Health and Social Care Act 2012. It introduces Sandwell and West Birmingham CCG, which covers over 525,000 patients across 110 general practices. The CCG is made up of five local commissioning groups and has made progress on health needs assessment, quality improvement, and clinical leadership in preparation for full authorisation in 2013.
Affordable Health & Benefits Key Silver Discount Health Plan Presentationpdishman
This document summarizes the services offered by Affordable Health & Benefits, an organization that provides point-of-service healthcare savings programs as an alternative to insurance. They offer various membership programs starting at $17.95 per month that provide discounts on healthcare costs like hospital visits, prescriptions, dental care, and more. Members can save 10-60% on most services. The document outlines the various membership options and benefits in detail.
This public health white paper outlines a life-course approach to improving population health and reducing social inequalities. It focuses on early years support and education, maximizing capabilities across the lifespan, creating fair employment, ensuring healthy standards of living, and strengthening the prevention of ill health to reduce social gradients in health. Reducing social inequalities is a priority, as outlined in the UK Marmot Review, through policies like increasing spending in early years and family support.
Denise Hawkes is a military brat who spent her longest time in Miami. She is 5'2" with a big personality. She enjoys being a mom, working two jobs, spending time with her daughter, cooking, cleaning, listening to music, working out, and spending time with family. Her favorite food is sloppy joes with mac and cheese and baked beans. In the future, she sees herself as a successful surgeon with five medical centers built within the next 5 to 10 years.
This document discusses several concepts related to the digital revolution and knowledge work, including:
1. Knowmads - nomadic knowledge workers who can work with anybody, anytime, anywhere.
2. Third space - experiences that blend elements of both the real world and virtual world.
3. Society 3.0 - a concept proposed by Marco Derksen referring to the transition to a digital knowledge economy and society.
4. The value of social networks and "social currency" in professional networks like Seats2meet.com.
It touches on ideas like crowdsourcing, data as the "new oil," and the changing nature of work and society in the digital age.
Denise Hawkes is developing an educational plan to complete her career goal of becoming a registered nurse. Her plan includes obtaining an Associate of Science degree, which will take two years to complete, followed by a Bachelor's degree, which will take an additional two years, for a total of four years to achieve her career goal. She is asked to provide details of her career and education plans, including timelines and an official education plan from her advisor.
4 andi m amir - skrining f1 jarak pagarxie_yeuw_jack
Penelitian ini bertujuan untuk menemukan aksesi jarak pagar yang tahan terhadap hama daun melalui persilangan 16 aksesi berproduksi tinggi dan kadar minyak tinggi. Hasilnya menunjukkan SP-65 x Jatim-45 cenderung tahan terhadap hama tungau, SP-65 x SP-67 cenderung tahan terhadap hama Thrips, dan IP-3A x Jatim 45 cenderung tahan terhadap kutu putih dengan persentase kerusakan masing-masing
The document provides instructions for students to complete a pre-course assessment of their analytical, creative, and practical thinking skills. It includes 20 statements for each skill area and asks students to rate how well each statement applies to them. The results will help students understand their strengths in different types of thinking.
The future of market access – the local picture PM Society
David Thorne, CEO of Newcastle West CCG, discussed the challenges and opportunities for clinical commissioning groups in shaping local healthcare. He outlined the CCG's responsibilities to identify local health needs, meet national priorities, commission services through performance-managed contracts, and maintain budgets and public confidence in the NHS. Thorne also described Newcastle West CCG's population as aging with high dependency on benefits and life expectancies comparable to developing nations. Key health issues included cancers, heart disease, and COPD. The presentation emphasized using local data and engaging with patients, providers and other stakeholders to design effective local care pathways.
The document discusses the relationship between physicians and hospital administrators and why they often have misaligned priorities. It argues that the current healthcare system forces physicians and administrators to work toward opposing goals related to financial viability versus quality-driven care. However, both groups share core values of service, altruism, and the challenge of healthcare. To address this conflict and fix the broken system, physicians and administrators must come together as a team, embrace collaboration, and work toward common goals of quality, access, and reducing costs. The Affordable Care Act will further require their partnership to do more with less.
4. strengthening the patient voice part 2v2 nick harding 5 july 2012podnosh
The document discusses strengthening the patient voice in healthcare. It summarizes feedback from a morning session which touched on issues like governance and control of funds, engagement with patients, GP burnout, access to appointments and services, links between primary and secondary care, and the changing role of GPs. It also provides information on the local healthcare system including accountability, funding sources, and an overview of providers in the area. The vision is for healthcare without boundaries through local commissioning groups that empower patients and improve health in communities.
This document discusses the changing landscape for integration between the NHS and social care in England. It outlines the new legislative, fiscal, and ideological contexts, including the creation of clinical commissioning groups, health and wellbeing boards, and increased competition in the healthcare system. It questions how compatible competition and collaboration are and whether these changes will facilitate deeper integration or more tactical partnerships between organizations.
The document provides an overview of the UK healthcare system including:
1) It describes the key components of the UK National Health Service (NHS) including that it is publicly funded and provides universal healthcare coverage.
2) It outlines the organizational structure of the NHS including the Department of Health, strategic health authorities, primary care trusts, NHS trusts, and primary care teams.
3) It discusses some of the principles of the NHS including that it is intended to provide healthcare that is free at the point of delivery based on clinical need rather than ability to pay.
This document summarizes priorities and changes for the NHS Cluster in the West Midlands region. It discusses focusing on high quality, safe, and efficient healthcare while managing the transformation of the NHS through strategies like prevention and early intervention. Key priorities include reducing infections, avoidable deaths, and pressure ulcers. The transition plan involves PCTs transitioning responsibilities to clinical commissioning groups and local offices of the NHS Commissioning Board. The future brings more challenges but also opportunities for greater patient and public involvement.
Sian Davies & Suzanne Robinson: Functions and mechanisms of priority settingNuffield Trust
Here are some suggestions for each scenario:
CCGs developing priority setting:
1. Engage all key stakeholders including public/patients
2. Establish transparent decision making processes
3. Build strong clinical leadership and ownership
4. Ensure sufficient resources and expertise are available
5. Collect and use high quality data and evidence
Department of Health developing national policies:
1. Provide guidance on minimum standards for priority setting processes
2. Support development of tools and methods for priority setting
3. Ensure adequate public health expertise is available locally
4. Allow flexibility for local decision making and innovation
5. Develop mechanisms for sharing best practices across areas
Actions for David Nicholson at the NHSCB:
1
Medibank Managing Director speaks at Amercian Chamber of CommerceLaura Harris
Medibank Managing Director, George Savvides presented at the American Chamber of Commerce in Melbourne about Medibank’s approach to primary care and its integrated care pilots.
3. nick harding strengthening the patient voice part 1 final 2003podnosh
The document summarizes the transition of healthcare commissioning in England from Primary Care Trusts (PCTs) to Clinical Commissioning Groups (CCGs) under the Health and Social Care Act 2012. It introduces Sandwell and West Birmingham CCG, which covers over 525,000 patients across 110 general practices. The CCG is made up of five local commissioning groups and has made progress on health needs assessment, quality improvement, and clinical leadership in preparation for full authorisation in 2013.
Affordable Health & Benefits Key Silver Discount Health Plan Presentationpdishman
This document summarizes the services offered by Affordable Health & Benefits, an organization that provides point-of-service healthcare savings programs as an alternative to insurance. They offer various membership programs starting at $17.95 per month that provide discounts on healthcare costs like hospital visits, prescriptions, dental care, and more. Members can save 10-60% on most services. The document outlines the various membership options and benefits in detail.
Dr Nick Harding - Healthcare Without Boundariespodnosh
Sandwell and West Birmingham CCG provides healthcare for around 525,000 people. The CCG was formed in 2012 following NHS reforms that replaced Primary Care Trusts with Clinical Commissioning Groups. The CCG aims to improve population health by intervening early, integrating care, innovating services, improving quality and safety, and influencing partnerships. It plans to increase primary care capacity, support independent aging, accelerate community-based care, and improve mental healthcare.
The document provides information about MB Life, a Filipino insurance provider established in 1967. It details MB Life's vision, mission, and core values of integrity, honesty, hard work, competence, excellence and concern for people. It then lists some of MB Life's insurance products and providers, including Assistance Alliance International and Maxicare Healthcare Corporation.
This document provides an agenda and overview for an SBRI Healthcare event focusing on innovation opportunities in surgery and mental health. The agenda includes welcome and introduction sessions, as well as focus sessions on surgery led by Iain Hennessey and mental health led by Dr. Simon Lewis. It also covers an SBRI alumni speaker, an overview of the SBRI application and assessment process, and a Q&A session. The document provides context on how SBRI funding can help public sector organizations address challenges through innovation and accelerate commercialization of innovative technologies. It also summarizes SBRI key features such as 100% funded R&D projects and IP ownership resting with suppliers.
This document provides an overview of the Barking Havering & Redbridge Complex Care Model called Health 1000. It discusses how the model was developed using data analysis and risk stratification to identify high risk patients. Case studies are presented on patients who have benefited from personalized care through Health 1000. The implementation of Health 1000 aims to improve outcomes for patients with complex needs through a year of care approach and increased community services.
Long term conditions like diabetes place a large burden on healthcare systems. A study in Yorkshire examined experiences providing care for long term conditions. It found that telehealth interventions can reduce hospital admissions, bed days, and costs while improving patients' quality of life. The Whole System Demonstrator Programme trial of telehealth and telecare in various UK regions showed a 45% reduction in mortality rates and 20% fewer emergency admissions among other benefits. Telehealth represents an opportunity to deliver more specialized care while reducing strain on hospitals and caregivers.
Improving quality of service for Small Hospitals & Nursing Homes.Drshirish Kumthekar
The document discusses improving quality of service for small hospitals and nursing homes in India. It notes that a government report found serious quality deficiencies in many private healthcare practices, including inadequate treatments, excessive technology use, and medical negligence. To address this, the government plans to introduce regulations and accreditation for healthcare services. However, the document argues that small hospitals should take steps now to improve quality on their own by focusing on better management of patients, staff, facilities, technology, finances, and knowledge. Doing so will help hospitals thrive amid future government regulations and quality standards.
The document discusses commissioning cycles and processes. It defines commissioning as assessing local needs, designing appropriate services, and achieving outcomes through public, private, or nonprofit providers. Commissioning also involves specifying, securing, and monitoring strategic services to meet people's needs. The document outlines the commissioning framework and roles of clinical commissioning groups, public health, and NHS England in the United Kingdom's health system. It emphasizes the need to transform commissioning to address rising costs, demand, and public expectations with reduced budgets. The commissioning cycle aims to improve health, quality of life, recovery from illness, patient experience and safety, and reduce health inequalities.
The National Health Service (NHS) in England is organized into several levels with NHS England overseeing local clinical commissioning groups that purchase services from hospitals and other providers to deliver healthcare. Key parts of the NHS structure include NHS England, 211 clinical commissioning groups, 146 foundation trusts, and partnerships with public health organizations, local councils, and other social care providers. The devolved health services of Scotland, Wales, and Northern Ireland each have their own governance and funding structures but similar models of public healthcare delivery.
The document is a website URL for www.cartoonkate.co.uk. It likely contains cartoons or illustrations by an artist named Kate. The exact content and purpose of the site is unclear from just the URL alone.
The document discusses issues around health and wellbeing seen from the perspective of local communities in east London. It summarizes that people are fearful of changes to benefits, the future of the NHS, and their ability to work. When accessing healthcare, people report that GPs are too busy, only prescribe paracetamol, and won't refer them to specialists. The document advocates for an approach that starts with the community, empowers people, and tackles social determinants of health through collaboration between communities and healthcare providers. It outlines the work of the Social Action for Health organization in bringing local people together to take responsibility for their health through training, information sharing, and advocacy.
The document discusses concerns about changes to the UK benefits system and NHS from the perspective of local communities in East London. It describes people's fears about these issues and negative experiences accessing healthcare. It then outlines the approach of Social Action for Health (SAfH) in working with local communities to empower people and improve health and well-being by addressing social determinants of health like poverty and racism. SAfH aims to build relationships, provide health information to communities, and advocate for the voices of local people.
This document discusses the negative impacts of austerity and shrinking the state, including threats to mental health, weakened social networks, and democratic accountability. It advocates for asset-based community development and participatory accountability to promote community resilience, tackle health inequalities, and save money. Strong social networks are shown to reduce mortality risk and enhance control. A resident-led partnership approach can lead to responsive services that address community needs and improve outcomes. Modest investments in these programs can yield high social returns through health and social benefits.
The National Health Service (NHS) was established in 1948 to provide universal healthcare for all UK citizens, funded through general taxation rather than private insurance. It was created based on recommendations from the 1942 Beveridge Report and the 1944 White Paper that proposed a comprehensive health service. The NHS has since expanded and evolved, including taking responsibility for community care in 1974, undergoing major reorganization in the 1980s and 1990s, increasing public involvement in decisions, and facing ongoing challenges around funding and an aging population.
The document discusses strategies to reduce health inequalities in the UK. It argues that current Labour government targets have failed to adequately address the root causes of inequality, such as economic policies that cause poverty. Instead, it advocates for a commission to review health inequalities and inform policy reforms, focusing on upstream social and economic factors beyond just outcome targets. The document also critiques New Labour's approach as emphasizing rhetoric over meaningful action on inequality issues.
1) 25 years after the Black report on health inequalities, little has changed in terms of the underlying causes and explanations of inequality.
2) New Labour's policies since 1997 have been ineffective at reducing health inequalities and have in some ways exacerbated them through privatization and marketization of the healthcare system.
3) The aim of capitalism is the unequal distribution of resources in order to create private profit, which inherently leads to inequality that is detrimental to health.
The document summarizes key findings from a 2011 survey of sicker adults in 11 countries that assessed access, affordability, quality of care and health system performance. Some of the main results presented include: 1) Out-of-pocket costs and problems paying medical bills were highest in the U.S. compared to other countries; 2) Access to same-day doctor appointments was best in Norway, Sweden and the UK, and worst in the U.S.; 3) Difficulty obtaining after-hours care without going to the emergency room was also greatest in the U.S.
The document summarizes a review of literature on integration between health and social care services. The review found that most studies focused on the process of joint working rather than why it should be done or its outcomes. Evidence showed some improvements in quality of life from integrated services but differences were marginal. Factors promoting integration included stability, continuity of relationships, and previous positive experiences, while factors hindering it included difficulties in communication, differences in perspectives, and lack of trust. There remains a need for more clarity on what integration means, new approaches to address persistent obstacles, and more robust evidence on its impact including users' experiences.
This study examined community mental health teams for older people and the outcomes and costs of different integration approaches. It found that integrated teams with social work membership facilitated access to specialist skills and resources, while non-integrated teams faced challenges in communication and joint working. Integrated teams showed higher community mental health service costs but did not reduce inpatient or care home admissions compared to low integration teams. The impact of integration on staff outcomes was unclear. Overall, the study suggests integration supports holistic care but other factors also influence outcomes.
This document discusses the challenges of integrating health and social care services between local authorities and the NHS. It argues that while integration has been a goal for decades, there have been many missed opportunities to truly integrate services. The current policy landscape claims things will be different now, but the document expresses skepticism, noting the systemic failures and that proposed solutions often try the same structural approaches rather than changing institutional designs. It advocates considering outcomes before structures and focusing on relationships, leadership, and flexibility to shift resources locally rather than just coordinating separate services.
This document discusses community development and its potential benefits for improving population health outcomes. It summarizes the HELP (Health Empowerment Leveraging Partnerships) project approach, which involves working with local residents and services to tackle issues, build social networks and make services more responsive. Evidence suggests that stronger social networks can reduce mortality risk and help address health inequalities. The HELP model has led to improved outcomes such as more responsive local services and reductions in health indicators like CVD admissions. Cost-benefit analysis indicates the HELP approach can save money compared to the investment required.
This document discusses community development and its potential benefits for improving population health outcomes. It summarizes the HELP (Health Empowerment Leveraging Partnerships) project approach, which involves working with local residents and services to tackle issues, build social networks and make services more responsive. Evidence suggests that stronger social networks can reduce mortality risk and help address health inequalities. The HELP model has led to improved outcomes such as more responsive local services and reductions in health indicators like CVD admissions. Cost-benefit analysis indicates the HELP approach can save money compared to the investment required.
This document summarizes evidence of ethnic inequalities in access to and outcomes of healthcare in the UK. It finds that while primary care use is not matched by greater secondary care, ethnic minorities experience longer wait times, poorer quality of infrastructure, and less access to follow-up and specialist care. The study aims to examine inequalities in access to primary, outpatient, and inpatient care, as well as outcomes for conditions like hypertension, cholesterol, and diabetes using UK health surveys from 1999-2004. Logistic regression is used to analyze differences in access after adjusting for demographics and health status.
The document discusses how transport policy has negatively impacted public health by contributing to issues like climate change, air pollution, obesity, and road danger. It notes that global climate change poses significant health risks and that many countries, especially the US, are experiencing obesity epidemics due to inactive lifestyles. The document argues that environments can be made more "obesogenic" and that physical activity should be incorporated into everyday activities like walking and cycling instead of driving. It provides examples from places like the UK, Switzerland, Germany, and Denmark that have successfully increased active transport through measures like reallocating road space, building bike infrastructure networks, and restricting car traffic.
Richard Armitage gave a presentation about cycling in Groningen, Netherlands, a city known as a "cycling heaven." Some key points: Over 60% of journeys within a 3km radius of the city center are made by bike. The city has invested heavily in cycling infrastructure since the 1970s, allocating 42% of its transportation budget to cycling facilities in 1976. Groningen's success is attributed to ambitious long-term planning, large investments in cycling networks and facilities, prioritizing cycling over cars in the city center, and establishing cycling as part of local culture.
The document discusses the city of Groningen in the Netherlands as a model "cycle city" that has invested heavily in cycling infrastructure and policies since the 1970s. Some key facts about Groningen are that over 37% of all trips within a 3km radius of the city center are made by bike. The city has over 10,000 bikes parked at its rail station every day. The document contrasts Groningen's success in promoting cycling with the lack of progress in the UK, citing issues such as poor leadership, low funding for cycling projects compared to driving projects, and a lack of long-term strategic vision and planning for cycling.
The introduction of competition into the English NHS appears to have had some positive effects according to evidence from the Health Reform Evaluation Programme. Competition was associated with improved clinical outcomes and shorter hospital stays. Payment by results reduced lengths of stay and increased day surgery rates more in foundation trusts. However, patient choice directly affected only a small percentage of patients and barriers limited new provider entry. Overall, the evidence suggests the NHS market reforms have had some success in improving quality but implementation has been variable.
The document discusses the state of the NHS after the 2010 UK general election. It summarizes the key health policies of the new Conservative-Liberal Democrat coalition government, the previous New Labour government, and the Conservative and Liberal Democrat opposition parties. It notes that the coalition government has introduced significant reforms through the "Equity and Excellence" white paper, including abolishing Primary Care Trusts and Strategic Health Authorities and establishing independent GP commissioning consortia. It also discusses the financial challenges facing the NHS from austerity measures and the need to make substantial efficiency savings.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
1. Defending the NHS
From The Inside
Richard Grimes
(False Economy, NHS Vault,
Socialist Health Association)
2. 4 Regional National Commissioning
Arm Board
NHS Private
GP 8,000
Dentist 9,000
Local
Local
Office
Local
Office
Local
~50 Office Pharmacy 10,000
Office
Optician 10,000
Acute ~165 FTs 158 units, 10 orgs
CCG Mental ~55 FTs ~30%
212 CCG
Community ~30 FTs 40 SEs, Virgin
Defending from the inside
Defending from the inside
3. Clinical Commissioning Group Board
+
CEO Finance Medical Audit Patients Specialist Nursing Other GPs
Defending from the inside
Representation
GPs Other Patient Ref Grp
Structures
Defending from the inside
4. Foundation Trust Board
+
CEO Finance Medical Other Execs NED NED
Defending from the inside
Council of Governors
Appointed Staff Public
Defending from the inside Defending from the inside Defending from the inside
5. Local HealthWatch
Health and Wellbeing Board
+
Adult Childrens Public NCB CCGs Cllrs Healthwatch
Social Srcs Srcs Health
Defending from the inside
6. Commissioning
“ Commissioning is the process by which the NHS
decides what services are needed, acquires them and
then ensures that they are provided appropriately.
“ It involves assessing the population’s needs and
deciding which are priorities, procuring the services
”
to meet them and managing the providers.
”
The NHS Handbook, NHS Confederation, 2012
defending patient’s needs and priorities
ensuring the right providers are commissioned
monitoring providers
Defending from the inside
7. Defending from the inside:
Numbers
Foundation Trusts
There will be about 250 FTs. Total
Each will have ~6 NEDs 1,500
Each will have ~18 public govs 4,500
Each will have ~14 other govs 3,500
CCGs
There will be 212 CCGs Total
Each will have 2 lay members 450
Each will have ~40 GP patient reps 8,500
HWBs
There will be about 145 HWBs Total
Each will have ~8 councillors 1,200
8. The NHS will
last as long as
there are folk
left with the
faith to fight
for it.
Aneurin Bevan
9. How can the public influence the
new NHS bodies?
Principles:
There will be less money
Always put patients first
Solutions must be universal
Questions:
How can patients be represented?
How can patients get involved in commissioning?
How can services be personalised?
How can disputes be handled?
10. BMA Seven Principles
• Work to improve the quality of and access to local services,
and reduce health inequalities
• Develop a culture of genuinely clinician-led commissioning
• Engage with patients and the public
• Operate in a transparent and open manner, and not engage in
any contracts or negotiations that impose conditions of
commercial confidentiality
• Resist any qualified provider being imposed from external
sources
• Consider relationships between individual GPs and patients
• Establish and strengthen working relationships with local
medical committees
11. KONP CCG Pledge
• This Clinical Commissioning Group will uphold the principle
of "first do no harm". We will take no action and adopt no
policy that might undermine our patients' continued access to
existing local health services that they need, trust and rely
upon.
• In the spirit of clinically-led commissioning, we reserve
entirely the right to decide who we contract with to provide
services for our patients. We will take those decisions on the
basis of the best interests of our patients and wider local
communities, and we will refuse to allow Any Qualified
Provider to be imposed on us from above.
• In the interests of transparency we will not engage in any
contracts or negotiations which impose conditions of
commercial confidentiality. We will consult local communities
before implementing any changes that affect them, and our
Board will make all major decisions relating to services in
public session.
These are estimated figures from the number of existing FTs (from Monitor) and the remainder of NHS Trusts that are yet to become FTs (from DH figures of NHS providers).~165 Acute Trusts~55 mental health trusts~30 community health service trusts11 ambulance trustsThe slide does not mention ambulance trusts. The British Dental Assn says there are 11,000 dental practices in UK, so that means about 9,000 in England. The figures of 8,500 GP practices, 10,000 optician practices and 10,000 pharmacies in England come from the NHS Info Centre. Figures about the new structures (NCB, NCB regional arms, NCB local offices, CCGs) come from DH GP commissioning subsite and from NCB website.
Most of this slide comes from information in the documents on this page:http://www.commissioningboard.nhs.uk/resources/resources-for-ccgs/auth/Information about Patient Reference Groups can be found in this document:http://www.nhsemployers.org/Aboutus/Publications/Pages/Patient-participation-enhanced-service.aspxDetails about how GPs are represented in the CCGs, and the “other structures” mentioned in the slide can only be found from looking at the constitution of individual CCGs. There is no defined structure that has to be used. It is likely that in many areas GP representatives of each GP practice will sit on some kind of governing body, and similarly it is likely that there could be a patient representative for each GP practice involved in some kind of patient forum. However, there is no statutory requirements.
Details about Foundation Trust boards and Council of Governors can be obtained from Schedule 7 of the 2006 NHS Act (as amended by the 2012 Health and Social Care Act). Non-executive Directors (including the Chair) are appointed by the Council of Governors. These are part time and are not responsible for day-to-day running of the Trust. Their key role is challenge and scrutiny of the board. The executive directors (blue on this slide) have day-to-day responsibility of running the Trust. The constitution of the trust outlines what organisations provide appointed governors, the categories of staff governors and constituencies of public governors. It also outlines membership criteria (for staff and public memberships). Typically public membership is anyone over the age of 16 living within the catchment area of the Trust. The public governors must be the majority on the council.FT Governors hold NEDs to account and can remove the Chair. They can also report the Trust to Monitor for investigation. They do not determine trust strategy, nor have any right in being involved in day-to-day running of the Trust.The responsibilities of FT governors with respect to private patients are given here:http://falseeconomy.org.uk/blog/the-nhs-and-private-patients
There is very little information about provision of Local Healthwatch (LHW). These organisations will carry out statutory duties, but are not statutory bodies. They are appointed by Local Authorities via tendering. Some local LINks (Local Involvement Networks) are currently converting to Social Enterprises to bid to provide LHW, and other voluntary organisations may bid. However, there is nothing to stop a private company like Capita or Serco providing LHW in an area.http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/documents/digitalasset/dh_130184.pdfLHW are responsible for obtaining views and experiences of public of NHS and social care and make them known through reports; they highlight lapses in safety of providers; they signpost to and/or provide, an advocacy service for people with complaints; they provide information about choice and provide an “effective user voice” with CCGs, HWB boards and providers.Health and Wellbeing Boards. http://www.adph.org.uk/files/latest_news/Operating%20principles%20for%20health%20and%20wellbeing%20boards.pdfhttp://healthandcare.dh.gov.uk/hwb-guide/Responsibilities: strategic influence over commissioning; oversight over Joint Strategic Needs Assessments report; leading role in developing integrated care.
The quote on this slide comes from the NHS Handbook.Commissioning involves assessing of the needs of a population, prioritising those needs and planning the provision. The information for commissioning comes from Health Observatories, local authorities and (at the moment) Primary Care Trusts. In the future Commissioning Support Services (CSS) organisations, and possibly some private management consultancy companies, will also perform some of this work.CSS and private companies will also be involved in drawing up contracts with providers (“procuring the services”). Commissioning also involves monitoring providers so that there is statutory equity of access (regardless of gender, race, religion, disability etc), and to ensure that the care is high quality and value for money.Any patient/public involvement with commissioning should involve influence in all of these areas: identifying needs and prioritising, choosing providers and assessing providers. (LHW will be involved in this latter responsibility.)
These are estimates from figures about current FTs from Monitor. At the moment there are 144 FTs with 4546 governors (811 staff, 1208 appointed, 2527 public). There are 900 FT NEDs (including Chairs), scaling this up to 250 FTs gives the figures on the slide.Its not known what patient involvement there will be in CCGs, so the 8,500 estimate comes from the fact that there are 8,500 GP practices in England and assuming one patient representative from each. All CCGs will have at least two lay members, but they can have more.The Kings Fund published a survey of 50 HWB in April 2012. The figures here are estimates from that survey. In most areas there will be one councillor from each district or borough council and usually an upper tier councillor too.The point to make about this slide is that there are about 1,200 councillors in HWB (and a similar number as appointed FT governors); about 4,500 public FT governors and potentially 8,500 public representatives on CCGs; and 1,500 FT NEDs and 450 CCG lay members. Therefore, there are several thousand public/patient people involved in the scrutiny of NHS organisations. If there is to be political involvement, there is a need for a mechanism for all of these people to network.
Leading on from the last slide: the folk left with the faith to fight for the NHS are the several thousand people involved in public/patient involvement in the NHS.
How do you influence the NHS from within? Here are some suggestions.How are patients represented? For example, through a citizen jury (randomly chosen panel); representatives of patient support groups (ie each rep representing a specific group like the elderly, diabetics, people with learning difficulties, the homeless); representatives of individual GP practices (so each rep is location-based and represents everyone in that area); of self-nominated elected (ie anyone in the CCG area can stand for election, give a personal statement and the most popular are elected). Should just one method be used?How do patient reps get involved in commissioning? This is quite complex. How do we make CCGs aware of patient opinions? How do we get the patients' opinions? How do we make sure that the process is transparent while still recognising that there are confidentiality issues? How do we handle the situation when a CCG decision is not the same as the patient reps decision (ie setting up some kinds of dispute process, who adjudicates)Personalisation. How do we personalise treatment? Commissioning usually creates a one-size-fits-all solution for a large patient group, how do we make sure that the treatment can be customised for the patient's needs? How do we make patients aware of the personalisation available? How do we know that patients have had the best, most appropriate treatment possible?Disputes. What happens if a CCG makes a decision that the patient reps do not agree with? How can this be handled without disrupting the service to patients?Bear the following in mind:What are the cost implementations? (we cannot assume there will be money for everything, a costly solution will impact on other treatments available)Will the solution work for patients in urban areas, rural areas?Will it cover the entire community? (ie think about ethnic groups, transient groups, the homeless, housebound people, people with learning difficulties, etc)How do we share the experiences so that others can benefit?
The BMA have produced these principles as a voluntary “charter” for clinical commissioning groups.http://web.bma.org.uk/nrezine.nsf/wd/RTHS-8TPCEW?OpenDocument&C=28+April+2012
John Lister and KONP have produced these pledges for clinical commissioning groups.