Academic Health Science Networks supporting strategic commissioningInnovation Agency
Dr Liz Mear, Chief Executive of the Innovation Agency, presented at NHS Confed 17 on Academic Health Science Networks (AHSNs) supporting strategic commissioning and bringing innovators, commissioners, clinicians and patients to together to develop closer collaboration and a demonstrably clearer understanding of NHS needs and opportunities.
NHS Quality conference - Jonathan BostockAlexis May
“It’s your NHS – a community of influence”
Jonathan will announce the imminent arrival of healthcare’s largest community of influence targeted at engaging over 100,000 people passionate about the future of healthcare in the UK. It’syourNHS.NET will provide the space for providers and commissioners to engage and work collaboratively with service users in a true co-produced environment.
Anticipatory Care Planning: Time To Make It Happen - Early Intervention Using The Life curve Dr Sarah Mitchell (Programme Manager - AHP National Delivery Plan)
“#CWPZeroHarm”
Cheshire and Wirral Partnership NHS Foundation Trust (CWP) – a provider of mental health and community physical health services – has responded proactively with an initiative to tackle the patient safety challenge posed by Hard Truths. Its #CWPZeroHarm ‘Stop, Think, Listen’ campaign, underpinned by the 6Cs, aims to drive cultural change to deliver improvements in safe care and provide better outcomes. The case study describes how CWP has invested in a number of plans to tackle unwarranted variations in health care by helping staff to deliver continuous improvement. The campaign has already started to make a positive difference – CWP achieved the highest score in the country for ‘overall experience of services’ in the CQC survey of users of its mental health community services.
“National Patient Safety Collaborative Programme”
The National Patient Safety Collaborative Programme, launched on the 14th October 2014 will be the largest patient safety initiative ever attempted in the world. Led by the 15 Academic Health Science Networks and supported by NHS England and NHS Improving Quality, they will be undertaking a challenging programme of work over the next 5 years. This session will outline the actions to date and the next steps moving forwards.
“Experience based co-design (EBCD) on Betts Ward, Oxleas NHS Foundation Trust”
Betts Ward is an acute inpatient admission ward within Oxleas NHS Foundation Trust. Betts Ward Implemented the EBCD in July 2012.
Experience based Co-design (EBCD) is a way of improving healthcare services with patients. The patient and the patient only has the privileged knowledge of experience of the services we provide. This knowledge is unique and precious and we must tap into this if we are to make our services more effective and efficient. The recognition of the user experience has been late in mental health and it has tended to be facilitated by separating the user voice from the provider.
A feasibility study to examine the adoption of CBT techniques and their impact on clinical practice in the community pharmacy environment
Led by the AHSN Network
Day One, Pop-up University 8, 11.00
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
“Decisions of value – how the NHS can balance quality and finance in decision-making”
NHS decision-makers have to balance the priorities of quality improvement and financial sustainability, in other words they have to deliver value. This balancing act is increasingly challenging as the demands on the NHS change and grow, with more expected within an ever tighter budget. Decisions of Value is a project commissioned by the Department of Health and led jointly by the Academy of Medical Royal Colleges and the NHS Confederation. It has spent six months studying what influences how decisions are made and brings together a large amount of research to show how factors such as relationships, behaviours and environment influence the value delivered, extending beyond Whitehall to the front line.
The project’s findings have recently been published and emphasise the importance of the cultural, rather than structural, changes needed to move towards delivering better value and look at how they rely on having the right relationships, behaviours and environments in place. It presents insights into how people interact in the NHS and the crucial factors affecting how they operate within a particular context. In many cases, it indicates a ‘back to basics’ approach that involves a fundamental understanding of how humans interact and operate. As such, it doesn’t look to define good decisions, but rather gives an insight into the principles of good decision-making.
For more information, please see: http://www.nhsconfed.org/decisions-of-value
Academic Health Science Networks supporting strategic commissioningInnovation Agency
Dr Liz Mear, Chief Executive of the Innovation Agency, presented at NHS Confed 17 on Academic Health Science Networks (AHSNs) supporting strategic commissioning and bringing innovators, commissioners, clinicians and patients to together to develop closer collaboration and a demonstrably clearer understanding of NHS needs and opportunities.
NHS Quality conference - Jonathan BostockAlexis May
“It’s your NHS – a community of influence”
Jonathan will announce the imminent arrival of healthcare’s largest community of influence targeted at engaging over 100,000 people passionate about the future of healthcare in the UK. It’syourNHS.NET will provide the space for providers and commissioners to engage and work collaboratively with service users in a true co-produced environment.
Anticipatory Care Planning: Time To Make It Happen - Early Intervention Using The Life curve Dr Sarah Mitchell (Programme Manager - AHP National Delivery Plan)
“#CWPZeroHarm”
Cheshire and Wirral Partnership NHS Foundation Trust (CWP) – a provider of mental health and community physical health services – has responded proactively with an initiative to tackle the patient safety challenge posed by Hard Truths. Its #CWPZeroHarm ‘Stop, Think, Listen’ campaign, underpinned by the 6Cs, aims to drive cultural change to deliver improvements in safe care and provide better outcomes. The case study describes how CWP has invested in a number of plans to tackle unwarranted variations in health care by helping staff to deliver continuous improvement. The campaign has already started to make a positive difference – CWP achieved the highest score in the country for ‘overall experience of services’ in the CQC survey of users of its mental health community services.
“National Patient Safety Collaborative Programme”
The National Patient Safety Collaborative Programme, launched on the 14th October 2014 will be the largest patient safety initiative ever attempted in the world. Led by the 15 Academic Health Science Networks and supported by NHS England and NHS Improving Quality, they will be undertaking a challenging programme of work over the next 5 years. This session will outline the actions to date and the next steps moving forwards.
“Experience based co-design (EBCD) on Betts Ward, Oxleas NHS Foundation Trust”
Betts Ward is an acute inpatient admission ward within Oxleas NHS Foundation Trust. Betts Ward Implemented the EBCD in July 2012.
Experience based Co-design (EBCD) is a way of improving healthcare services with patients. The patient and the patient only has the privileged knowledge of experience of the services we provide. This knowledge is unique and precious and we must tap into this if we are to make our services more effective and efficient. The recognition of the user experience has been late in mental health and it has tended to be facilitated by separating the user voice from the provider.
A feasibility study to examine the adoption of CBT techniques and their impact on clinical practice in the community pharmacy environment
Led by the AHSN Network
Day One, Pop-up University 8, 11.00
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
“Decisions of value – how the NHS can balance quality and finance in decision-making”
NHS decision-makers have to balance the priorities of quality improvement and financial sustainability, in other words they have to deliver value. This balancing act is increasingly challenging as the demands on the NHS change and grow, with more expected within an ever tighter budget. Decisions of Value is a project commissioned by the Department of Health and led jointly by the Academy of Medical Royal Colleges and the NHS Confederation. It has spent six months studying what influences how decisions are made and brings together a large amount of research to show how factors such as relationships, behaviours and environment influence the value delivered, extending beyond Whitehall to the front line.
The project’s findings have recently been published and emphasise the importance of the cultural, rather than structural, changes needed to move towards delivering better value and look at how they rely on having the right relationships, behaviours and environments in place. It presents insights into how people interact in the NHS and the crucial factors affecting how they operate within a particular context. In many cases, it indicates a ‘back to basics’ approach that involves a fundamental understanding of how humans interact and operate. As such, it doesn’t look to define good decisions, but rather gives an insight into the principles of good decision-making.
For more information, please see: http://www.nhsconfed.org/decisions-of-value
Presentation by Mike Kenny, Associate Commercial Director, Innovation Agency: The NHS Landscape at Excel in Health: understanding the NHS as a market place on Tuesday 26 February 2019 at Vanguard House, Daresbury.
Question of Quality Conference 2016 - Healthcare Technology - Exploring new m...HCA Healthcare UK
Modern general practice delivers health in a wider spectrum of primary care using digital technology in a way that complements traditional face-to-face consultation. This session will explore the background of the Hurley Group, the story of E-consulting within their general practice and an evaluation of its impact on clinical quality. In addition there will be a consideration of the exciting developments on the horizon of E-general practice.
This session will be chaired by Manisha Shah, VP of Clinical Services and Patient Safety at HCA Healthcare UK and features Dr Murray Ellender, who leads on both digital and urgent care at the Hurley Group.
Aldo Rolfo, National Clinical Development Manager, Genesis Cancer Care, Austr...GenesisCareUK
A program that seeks to redefine best practice across the drivers of the GenesisCare business (Quality, Access and Efficiency) in order to deliver on their vision of “Innovating Healthcare. Transforming Lives.”
Digitally Transforming Primary Care – Making it Happen at Scale ConferenceRachelHatfield7
Digitally Transforming Primary Care – Making it Happen at Scale Conference, held on Wednesday 19th June 2019, London.
For NHS leaders - Commissioning, workforce development, digital delivery; practising GPs, general practice nurses, practice managers; everyone involved in delivery of primary care and evolving Primary Care Networks
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
Explore our infographic on 'Essential Metrics for Palliative Care Management' which highlights key performance indicators crucial for enhancing the quality and efficiency of palliative care services.
This visual guide breaks down important metrics across four categories: Patient-Centered Metrics, Care Efficiency Metrics, Quality of Life Metrics, and Staff Metrics. Each section is designed to help healthcare professionals monitor and improve care delivery for patients facing serious illnesses. Understand how to implement these metrics in your palliative care practices for better outcomes and higher satisfaction levels.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
1. Robin Vickers – CEO Digital Life Sciences (Technology Partner to
Modality Partnership)
At Scale Transformation of Healthcare
through Technology
Modality Partnership and Digital Life Sciences
Case Study
2. 2
Robin Vickers – CEO Digital Life Sciences
• Aerospace Engineer;
• Still recovering Big 4 Management
Consultant;
• Strategy and Business
Transformation Specialist;
• Enterprise Technology Architect;
• Healthcare Technology Advisor;
• Serial Start-Up Entrepreneur;
• Founding Director at Digital Life
Sciences;
• Motorcycle Addict;
• Wife, 2 kids;
• Birmingham born and bred;
• Will play with anything that
involves a ball;
• Does a bit of climbing….because
his wife is seriously in to it!
5. But why do this at scale in
health?
Reasons
1. Better for patients Technology enabling improvements
in access, enabling patients to take
control and improve own health
2. Better for clinicians
and practice staff
Fundamental shift in waiting room
culture and the way clinicians are
supported
3. Better for NHS Working together at scale, using
resources more effectively and
efficiently enabled by technology
6. 6
• Started in 2009 as Vitality, the
Modality Partnership serves
70,000 patients across 15
locations in and around
Birmingham.
• Consistently good quality and
patient service satisfaction
ratings against CCG and
National benchmarks.
• On track to expand footprint to
170,000 patients next 12 months.
Patient Growth
Our journey so far
7. An ideal environment for testing combination
of old and new approaches together
So we changed our access
model by:
• Offering different ways
supporting patient choice
• Seamless service
• Giving patients choice of
service locations
• Patients taking more
control of their health
• Creating more capacity in
the day to meet demand
*Trialled in different ways/populations
What patients were saying..
We have been a pioneer in our
approach as we discovered a new
clinical model for primary care ‘at scale’
8. We know people and their relationship with
technology has changed….
82% of UK population using
broadband to transact
Less than 1% of patients
using the internet to interact
with clinicians
Birmingham has highest
Smartphone use in the
U.K….nearly 30% more than
London..
10. Service Improvement
Easy access – ABC (Ask, Book, Consult)
1. Ask - Patients contact the HUB by phone, app or our website
2. Book - The HUB verifies identity and books a same-day telephone
or Skype consultation with their clinician, at their surgery
3. Consult - The clinician completes the phone or Skype
consultation; If the patient needs to be seen face to face, the
clinician invites them to the surgery that day.
11. Existing Service improvement :
response improved quality and quantity
• Up to 1,300 calls answered every day,
serving over 46,000 patients
• Average call waiting time is 40 seconds
• Average call duration has reduced from
10 minutes down to 2 minutes
• Demand for appointments has stabilised
throughout the day, reducing the
morning rush
• Patients call their surgery number
Our Clinical Contact Centre
DNA (Did Not Attend)
Rate reduced by 72%
Clinical capacity
increased by 10%
12. Existing Service improvement: Patient Choice for Access
Giving patients access wherever they are..
Online – new website
In person
Wherever you are
Via Skype
By Phone
13. Digital engagement – growing our reach
What are we using
social media for?
• Family and Friends Test
results
• Patient feedback
• Practice news
• Health stories
• Walk-in clinic availability
• Early closures
Increasing month on month
We receive as
many as 135
requests a day
New service: Skype
• Patients with computer, no phone
• Conditions that benefit from being
looked at
• Need for interpreter
• Involvement of families/friends/carers
0
20
40
60
80
100
120
140
160
Online requests -2015
Total Phone Total Skype
14. Service Improvement: We have a real time picture
Data dashboard – managing resources
A live data dashboard was created to support intuitive planning,
resourcing, management and evaluation.
15. Service improvement: local control & influence
• Allows daily tracking of clinical capacity and demand
• Real time figures and Family Friends Test feedback
• Resilience built in to support surgeries in case of problems e.g. Staffing or IT
issues
•Following evaluation, only 33% of patients require a face to face
appointment
16. Modality Primary Care Model has Re-engineered in-day services
• 72% reduction in DNAs....equates to an annualised
cost saving of approximately £210k across the whole
business
• 10% increase in new within day activity – meeting
unmet demand within the resources already available
• 67% of patients are consistently being dealt with
remotely, without having to come in to practice
• Average consultation time reduced to under 5 mins
(for the remote consultations)
• 70% of patients say that the new access system is
better than before
• Reduction in A&E attendances of between 5-10%
So far this has meant that…
17. So has it made a difference….already?
Marjorie our former receptionist
at Handsworth Wood Medical
Centre who now runs Clinical
Contact Centre at Enki
“I wasn’t sure about the changes when
we started but now my job and the
patient experience is so different. The
queues are gone and I feel much more
in control of how we manage
appointments – its much less stressful
and so much better for patients. They
get to choose how and when they see
their doctor – and they love the new
service”.
18. How do we scale this up technically for
the Vanguard?
HERE’S OUR
INTEGRATED
DIGITAL
ARCHITECTURE
MP started as VP in 2009 and is a single general practice partnership covering now 70,000 pts over 15 sites with 32 partners in Birmingham and Sandwell.
We pride ourselves in continually delivering high quality for our patients and in local and national benchmarks.
Due to expand to 170,000 pts in 12 months
MP started as VP in 2009 and is a single general practice partnership covering now 70,000 pts over 15 sites with 32 partners in Birmingham and Sandwell.
We pride ourselves in continually delivering high quality for our patients and in local and national benchmarks.
Due to expand to 170,000 pts in 12 months
MP started as VP in 2009 and is a single general practice partnership covering now 70,000 pts over 15 sites with 32 partners in Birmingham and Sandwell.
We pride ourselves in continually delivering high quality for our patients and in local and national benchmarks.
Due to expand to 170,000 pts in 12 months
Thank you for inviting us to present today
3 reasons why we are worthy of this award.
MP started as VP in 2009 and is a single general practice partnership covering now 70,000 pts over 15 sites with 32 partners in Birmingham and Sandwell.
We pride ourselves in continually delivering high quality for our patients and in local and national benchmarks.
Due to expand to 170,000 pts in 12 months
Entered into a piece of work 2y ago with Digital Life Sciences to create our new model of primary care.
Patients nationally say that:
It is getting harder to get through on the phone
They are more dissatisfied with opening hours
They are waiting longer for appointments or cant get an appt at all.
When they do get to surgery they wait longer to be seen.
We worked with our staff and patients to design our model.
We created technologies bespoke for our population.
We used a tight system of close monitoring and change to create the most relevant efficient and effective system we could
This was a culture change throughout our organization and all staff were supported with training to enable this.
What does access look like for the patient?
We have created a central clinical contact centre for our patient population called the HUB..
All of our access is delivered same day.
If you want an appointment next Thursday you call up on the day.
In 4 clicks on the app your surgery will call you back, in 3 clicks it will call you straight through by phone to us or plan your route to where your surgery.
Clinical staff work to set days and the website is updated on a daily basis so patients can see who is accessible. We advertise this in surgery.
Patients are encouraged to recontact on set days for continuity of clinician if needed.
Patients are offered a choice of clinician or speed of response. (Over 70% choose speed of response)
Future booking is delivered on the day by managing supply.
All follow ups are by phone or skype where possible
How patients access us has changed.
Used to have 200 pts on a Monday am. Now 5.
Our website offers the same functionality for access as the app but more information
Register on line
Access our 45 modality video guides
Automatically translation function via Google Translate.
Communicate through my communities
Find information about your practice or your services
Can create your own Long Term Conditions Care Plan.
Now we have over 130 app / web requests / day. Over 5000 online requests so far
Where possible, we make contact with the patient to resolve any issues
Patients are engaging with us on Twitter and Facebook.
179 followers on Twitter
2,306 reach since launch of Facebook page
Alternatively, we ask patients to get in touch via the website to protect identity
We are constantly evaluating what we are doing.
Automatically populated by call system and we add in website and app information.
For the first time we really understand patient demand.
Spikes represent Mondays.
Because we now understand our demand we can now match our supply
Compared to CCG figures we were showing a 5-10% reduction in A+E attendance figures
