Presentation at Pulse Live London on the range of support available from the General Practice Forward View, and tips on ways to identify your particular priorities
The document outlines plans from NHS England to invest in general practice in England through the GP Forward View plan. It will provide an extra £2.4 billion per year by 2020/21 for general practice, a 14% real terms increase. This will fund expanding the general practice workforce by 5,000 and developing new roles like physician associates and clinical pharmacists. It will also support developing multispecialty community provider contracts and programs to help practices redesign care and free up GP time for patients.
The General Practice Forward View - what does it mean for my practice?Robert Varnam Coaching
The document discusses pressures on general practice from increasing population, consultations, complexity and costs while funding and workforce are decreasing relatively. It notes the rise of multimorbidity with age which accounts for over half of primary care work and represents a qualitative change from episodic illness to ongoing management of multiple chronic conditions. The General Practice Forward View aims to address these challenges through actions like expanding the workforce, reducing bureaucracy, implementing online booking and reminders, and establishing multispecialty community providers for more comprehensive community care.
3.2 Hubs and collaboration - Steven HaighNHS England
The Enhancing Primary Care Programme aims to improve access to primary care services across Sheffield by expanding availability of services in the evenings, weekends, and through satellite units. The programme has established 4 satellite units that have provided over 30,000 additional appointments in their first year. These satellite units have improved access in more deprived areas and reduced emergency department utilization by an estimated 10-15%. The programme is working to better integrate services and develop primary care at larger scale to improve patient care and support primary care workforce challenges.
General Practice Transformation Champions: Transformation of Primary CareNHS England
This document summarizes actions NHS England is taking to address challenges in primary care, such as workforce shortages and increasing workload pressures, in response to perceptions that not enough is being done. It outlines numerous initiatives to expand the primary care workforce and their skills, increase funding for general practice, support practices in working at scale, empower patients to self-care, and utilize technology. It acknowledges the GP Forward View is only the beginning and a long-term vision will be needed to fully optimize the role of general practice within the NHS.
The future for access to general practice, innovate stage, 2pm, 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
An online tool was built by clinicians for NHS general practices to provide patients with options for self care, triage, and online consultations. The tool is being used by 14 practices with 100,000 registered patients to improve patient access to care, practice efficiency, and save costs for commissioners. The tool is now live in 300 NHS practices across 33 clinical commissioning groups serving over 2.7 million patients.
The document outlines plans from NHS England to invest in general practice in England through the GP Forward View plan. It will provide an extra £2.4 billion per year by 2020/21 for general practice, a 14% real terms increase. This will fund expanding the general practice workforce by 5,000 and developing new roles like physician associates and clinical pharmacists. It will also support developing multispecialty community provider contracts and programs to help practices redesign care and free up GP time for patients.
The General Practice Forward View - what does it mean for my practice?Robert Varnam Coaching
The document discusses pressures on general practice from increasing population, consultations, complexity and costs while funding and workforce are decreasing relatively. It notes the rise of multimorbidity with age which accounts for over half of primary care work and represents a qualitative change from episodic illness to ongoing management of multiple chronic conditions. The General Practice Forward View aims to address these challenges through actions like expanding the workforce, reducing bureaucracy, implementing online booking and reminders, and establishing multispecialty community providers for more comprehensive community care.
3.2 Hubs and collaboration - Steven HaighNHS England
The Enhancing Primary Care Programme aims to improve access to primary care services across Sheffield by expanding availability of services in the evenings, weekends, and through satellite units. The programme has established 4 satellite units that have provided over 30,000 additional appointments in their first year. These satellite units have improved access in more deprived areas and reduced emergency department utilization by an estimated 10-15%. The programme is working to better integrate services and develop primary care at larger scale to improve patient care and support primary care workforce challenges.
General Practice Transformation Champions: Transformation of Primary CareNHS England
This document summarizes actions NHS England is taking to address challenges in primary care, such as workforce shortages and increasing workload pressures, in response to perceptions that not enough is being done. It outlines numerous initiatives to expand the primary care workforce and their skills, increase funding for general practice, support practices in working at scale, empower patients to self-care, and utilize technology. It acknowledges the GP Forward View is only the beginning and a long-term vision will be needed to fully optimize the role of general practice within the NHS.
The future for access to general practice, innovate stage, 2pm, 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
An online tool was built by clinicians for NHS general practices to provide patients with options for self care, triage, and online consultations. The tool is being used by 14 practices with 100,000 registered patients to improve patient access to care, practice efficiency, and save costs for commissioners. The tool is now live in 300 NHS practices across 33 clinical commissioning groups serving over 2.7 million patients.
Training and Up-skilling the Workforce to Deliver Effective 7-Day ServicesNHS Improving Quality
Training and Up-skilling the Workforce to Deliver Effective 7-Day Services – Improving Access and Quality Across the NHS. Presentation given by Maxine Foster of Health education England at the 'Improving access to seven day services' event in Reading on 11th March 2015.
1.3 Develop the team - pharmacists - Ravi SharmaNHS England
Develop the team - pharmacists. Using clinical pharmacists as part of the practice team. Featuring experience from the national clinical pharmacists programme. Ravi Sharma, clinical lead for NHS England's clinical pharmacy programme.
Training and Up-skilling the Workforce to Deliver Effective 7-DayServicesNHS Improving Quality
Training and Up-skilling the Workforce to Deliver Effective 7-DayServices – Improving Access and Quality Across the NHS. Presentation given by Patrick Mitchell, Health Education England at the Improving access to seven day services event, Southampton 25 March 2015.
Let us share with you our successes, impacts and performance over the past year. The Innovation Agency is proud to bring you our Annual Report for 2015/16.
3.2 Hubs and collaboration - Greg Kalita, Dave BearmanNHS England
Hubs and collaboration. Hub-based working and collaborating across boundaries to improve access and care. Including examples from Sheffield, Devon and Cornwall. Greg Kalita and Dave Bearman, Northern, Eastern & Western Devon and South Devon & Torbay CCGs.
The document summarizes information about DrVisit.com, a telemedicine company founded in 2014. Its goals are to develop a telemedicine platform and provider network, create physician marketing and call center services, and promote widespread adoption of telemedicine to help address issues in the US healthcare system like rising costs and physician shortages. It outlines benefits of telemedicine for physicians, patients, and payers/employers and notes the global telehealth market is expected to double from 2011-2016. The company is seeking a $10 million Series A investment.
How to deliver enhanced patient care at a distanceUnify
This document discusses how communication technologies can be used to enhance patient care and experiences. It describes how telehealth and telecare services allow patients to receive health monitoring and support at home to reduce appointments and burden on healthcare systems. These virtual services are shown to improve health outcomes while lowering costs. The document advocates for expanding access and use of these remote technologies.
The document outlines the relationships and achievements of the Cumbria Local Pharmaceutical Network (LPN). It lists the internal relationships the LPN has with local clinical commissioning groups, hospitals, and education providers. Externally, it relates to national pharmacy bodies, the Academic Health Science Network, and Health Education England. It then summarizes achievements like developing stop smoking and healthy living pharmacy services, running flu vaccination programs, and contributing to pharmaceutical needs assessments. Finally, it notes the LPN's strengths as experience delivering results, strong collaboration, and effective networking within its membership and other local and national groups.
Alistair Brown, Monitor - Open Forum Events' NHS Commissioning and Procuremen...Alexis May
This document from Monitor.gov.uk summarizes procurement, patient choice, and competition rules for the UK health sector. It outlines Monitor's role in ensuring essential services are maintained, quality and efficiency are promoted, and choice and competition benefit patients. The key points are that commissioners must secure patient needs, improve quality and efficiency, act transparently and treat providers equally, and maintain records showing compliance. Commissioners should also consider how to improve services, ensure integration, and determine if choice of provider or competition could achieve better outcomes for patients.
Has clinical commissioning found its voice? GP perspectives on their CCGsNuffield Trust
This slide deck presents the fourth and final year of results from an annual survey of GPs and practice managers in six CCGs across the country. The survey – conducted as part a joint project with The King’s Fund – explores how GP attitudes towards clinical commissioning have evolved since their launch in 2013.
Over recent years, acute hospital emergency care pathways have come under increasing pressure due to a variety of factors. The symptoms of this are often overcrowded A&E departments, overfull hospitals and sometimes a poor experience for patients and staff.
Supporting the NHS to tackle this is a priority for NHS IQ. We recognise that to do this requires a collaborative approach, to connect and work with partners from across the emergency care landscape to deliver targeted and tailored local support, along with large scale system-wide change in primary, community and secondary care.
Building Capacity and Leadership to Identify Unwarranted Variation and Unders...HIMSS UK
This document discusses unwarranted variation in healthcare and how technology can help identify it. Unwarranted variation refers to differences in care delivery that do not improve patient outcomes. Technology like electronic monitoring and digital record keeping can provide real-time data to compare services and identify unwarranted variations. Nursing leadership is key to guiding the use of technology to understand variations and redesign care pathways for better patient outcomes and resource use.
Welcome to the launch of Leading Change, Adding ValueNHS England
This document outlines the agenda for the launch of the Leading Change, Adding Value framework for nursing, midwifery, and care staff. The event includes welcome remarks, a launch by the Chief Nursing Officer for England, and reflections from national and international colleagues. The framework aims to promote health, increase leadership visibility, empower individuals, provide high-value care, and work in partnership. It establishes 10 commitments around these goals and emphasizes measuring outcomes to assess the framework's impact on health, care quality, and resource use. Next steps include local application, measurement guidance, dissemination of good practices, alignment of national programs, and work on unwarranted variations.
Participation in general practice presentation 1330NHSOpenHouse
The document discusses new initiatives to increase patient participation in general practices in the UK. It outlines that the Friends and Family Test will be implemented in every GP practice from December 2014 to collect feedback. A new enhanced service provides an optional incentive scheme for practices to work with patient groups to review feedback and develop improvement action plans. The session concludes with a discussion on how to ensure GPs view and act on patient feedback at the local level.
This document outlines the NHS Outcomes Framework for 2013/14 which measures the quality of care within the NHS across five domains: preventing premature mortality, enhancing quality of life for people with long-term conditions, helping people recover from episodes of ill health or injury, ensuring people have a positive experience of care, and treating and caring for people in a safe environment. It lists various indicators that will be used to measure outcomes in areas such as mortality rates, cancer survival rates, patient experience and safety.
This document provides top ten tips for improving access to general practice at scale. The tips include securing needed capacity by protecting leadership time and early succession planning, choosing the right approach such as coproducing plans, considering capabilities like business intelligence and service redesign, ensuring access to patient records, engaging patients, planning for costs and accounting, and using measurement to motivate and ensure accountability. The overall message is providing guidance on improving large-scale access to general practice services.
A review of some of the pitfalls in planning local practice development programmes, and a suggestions for how to produce a comprehensive and coherent plan that will achieve meaningful goals
This document outlines a framework for developing general practice in England. It discusses the need to build capabilities for transformation, improvement, and innovation in primary care. While some communities already have skilled primary care leaders, most do not. The goal is for every local network of practices to have in-house expertise in areas like service redesign and change leadership. It identifies challenges like historical underinvestment and lists principles for effective capability building, such as ensuring learning is patient-facing and using existing networks. It also notes limitations of the current supplier market for development.
Presentation at Pulse Live, Liverpool 29.09.16
A review of the range of national actions in the General Practice Forward View that are reducing workload and increasing actions, and the things that practices say they can do themselves.
Training and Up-skilling the Workforce to Deliver Effective 7-Day ServicesNHS Improving Quality
Training and Up-skilling the Workforce to Deliver Effective 7-Day Services – Improving Access and Quality Across the NHS. Presentation given by Maxine Foster of Health education England at the 'Improving access to seven day services' event in Reading on 11th March 2015.
1.3 Develop the team - pharmacists - Ravi SharmaNHS England
Develop the team - pharmacists. Using clinical pharmacists as part of the practice team. Featuring experience from the national clinical pharmacists programme. Ravi Sharma, clinical lead for NHS England's clinical pharmacy programme.
Training and Up-skilling the Workforce to Deliver Effective 7-DayServicesNHS Improving Quality
Training and Up-skilling the Workforce to Deliver Effective 7-DayServices – Improving Access and Quality Across the NHS. Presentation given by Patrick Mitchell, Health Education England at the Improving access to seven day services event, Southampton 25 March 2015.
Let us share with you our successes, impacts and performance over the past year. The Innovation Agency is proud to bring you our Annual Report for 2015/16.
3.2 Hubs and collaboration - Greg Kalita, Dave BearmanNHS England
Hubs and collaboration. Hub-based working and collaborating across boundaries to improve access and care. Including examples from Sheffield, Devon and Cornwall. Greg Kalita and Dave Bearman, Northern, Eastern & Western Devon and South Devon & Torbay CCGs.
The document summarizes information about DrVisit.com, a telemedicine company founded in 2014. Its goals are to develop a telemedicine platform and provider network, create physician marketing and call center services, and promote widespread adoption of telemedicine to help address issues in the US healthcare system like rising costs and physician shortages. It outlines benefits of telemedicine for physicians, patients, and payers/employers and notes the global telehealth market is expected to double from 2011-2016. The company is seeking a $10 million Series A investment.
How to deliver enhanced patient care at a distanceUnify
This document discusses how communication technologies can be used to enhance patient care and experiences. It describes how telehealth and telecare services allow patients to receive health monitoring and support at home to reduce appointments and burden on healthcare systems. These virtual services are shown to improve health outcomes while lowering costs. The document advocates for expanding access and use of these remote technologies.
The document outlines the relationships and achievements of the Cumbria Local Pharmaceutical Network (LPN). It lists the internal relationships the LPN has with local clinical commissioning groups, hospitals, and education providers. Externally, it relates to national pharmacy bodies, the Academic Health Science Network, and Health Education England. It then summarizes achievements like developing stop smoking and healthy living pharmacy services, running flu vaccination programs, and contributing to pharmaceutical needs assessments. Finally, it notes the LPN's strengths as experience delivering results, strong collaboration, and effective networking within its membership and other local and national groups.
Alistair Brown, Monitor - Open Forum Events' NHS Commissioning and Procuremen...Alexis May
This document from Monitor.gov.uk summarizes procurement, patient choice, and competition rules for the UK health sector. It outlines Monitor's role in ensuring essential services are maintained, quality and efficiency are promoted, and choice and competition benefit patients. The key points are that commissioners must secure patient needs, improve quality and efficiency, act transparently and treat providers equally, and maintain records showing compliance. Commissioners should also consider how to improve services, ensure integration, and determine if choice of provider or competition could achieve better outcomes for patients.
Has clinical commissioning found its voice? GP perspectives on their CCGsNuffield Trust
This slide deck presents the fourth and final year of results from an annual survey of GPs and practice managers in six CCGs across the country. The survey – conducted as part a joint project with The King’s Fund – explores how GP attitudes towards clinical commissioning have evolved since their launch in 2013.
Over recent years, acute hospital emergency care pathways have come under increasing pressure due to a variety of factors. The symptoms of this are often overcrowded A&E departments, overfull hospitals and sometimes a poor experience for patients and staff.
Supporting the NHS to tackle this is a priority for NHS IQ. We recognise that to do this requires a collaborative approach, to connect and work with partners from across the emergency care landscape to deliver targeted and tailored local support, along with large scale system-wide change in primary, community and secondary care.
Building Capacity and Leadership to Identify Unwarranted Variation and Unders...HIMSS UK
This document discusses unwarranted variation in healthcare and how technology can help identify it. Unwarranted variation refers to differences in care delivery that do not improve patient outcomes. Technology like electronic monitoring and digital record keeping can provide real-time data to compare services and identify unwarranted variations. Nursing leadership is key to guiding the use of technology to understand variations and redesign care pathways for better patient outcomes and resource use.
Welcome to the launch of Leading Change, Adding ValueNHS England
This document outlines the agenda for the launch of the Leading Change, Adding Value framework for nursing, midwifery, and care staff. The event includes welcome remarks, a launch by the Chief Nursing Officer for England, and reflections from national and international colleagues. The framework aims to promote health, increase leadership visibility, empower individuals, provide high-value care, and work in partnership. It establishes 10 commitments around these goals and emphasizes measuring outcomes to assess the framework's impact on health, care quality, and resource use. Next steps include local application, measurement guidance, dissemination of good practices, alignment of national programs, and work on unwarranted variations.
Participation in general practice presentation 1330NHSOpenHouse
The document discusses new initiatives to increase patient participation in general practices in the UK. It outlines that the Friends and Family Test will be implemented in every GP practice from December 2014 to collect feedback. A new enhanced service provides an optional incentive scheme for practices to work with patient groups to review feedback and develop improvement action plans. The session concludes with a discussion on how to ensure GPs view and act on patient feedback at the local level.
This document outlines the NHS Outcomes Framework for 2013/14 which measures the quality of care within the NHS across five domains: preventing premature mortality, enhancing quality of life for people with long-term conditions, helping people recover from episodes of ill health or injury, ensuring people have a positive experience of care, and treating and caring for people in a safe environment. It lists various indicators that will be used to measure outcomes in areas such as mortality rates, cancer survival rates, patient experience and safety.
This document provides top ten tips for improving access to general practice at scale. The tips include securing needed capacity by protecting leadership time and early succession planning, choosing the right approach such as coproducing plans, considering capabilities like business intelligence and service redesign, ensuring access to patient records, engaging patients, planning for costs and accounting, and using measurement to motivate and ensure accountability. The overall message is providing guidance on improving large-scale access to general practice services.
A review of some of the pitfalls in planning local practice development programmes, and a suggestions for how to produce a comprehensive and coherent plan that will achieve meaningful goals
This document outlines a framework for developing general practice in England. It discusses the need to build capabilities for transformation, improvement, and innovation in primary care. While some communities already have skilled primary care leaders, most do not. The goal is for every local network of practices to have in-house expertise in areas like service redesign and change leadership. It identifies challenges like historical underinvestment and lists principles for effective capability building, such as ensuring learning is patient-facing and using existing networks. It also notes limitations of the current supplier market for development.
Presentation at Pulse Live, Liverpool 29.09.16
A review of the range of national actions in the General Practice Forward View that are reducing workload and increasing actions, and the things that practices say they can do themselves.
This document is a collection of slides from a presentation by Sir Roy McNulty on preparing the UK healthcare system for the future. The slides discuss increasing the private sector's role in healthcare operations, streamlining decision making and collaboration between services to reduce costs, focusing on demand management and technology use, and ensuring the system has clear objectives, cost reduction strategies, and accountability. McNulty advocates for change that promotes safety, innovation and evolution rather than a "big bang" approach.
Opening IRL MeetUp (Inspired by Seats2meet.com) (Vincent Ariëns)Seats2meetcom
The document discusses the digital revolution and how it has led to new forms of collaboration like co-working, crowdsourcing, and crowdfunding. It also discusses how virtual and real experiences are merging into a "third space" and how data has become a valuable commodity. The document promotes opening an in-person meetup and sharing knowledge to connect locally and inspire globally.
Primary care in Europe: can we make it fit for the future?Nuffield Trust
Primary care provides essential health services but current models are struggling to adapt to changing needs. New models are emerging in Europe to make primary care more comprehensive, coordinated, accessible and sustainable. These include larger group practices, multidisciplinary teams, and integrated community health centers. Redesigning primary care requires principles like continuity, early access to expertise, and payment systems that support coordination and population health.
As part of our recent report, Understanding pressures in general practice, we conducted a survey of GP trainees. We asked trainees about their intended future working patterns and their views on the pressures facing general practice, the results of which are presented in these slides.
This document provides an overview of a seminar on change management and business performance improvement. The seminar is divided into two modules, with Module 1 focusing on change management and transformations. It discusses key drivers of change such as debt, globalization, and technology. John Kotter's 8-step change management framework is also introduced. Module 2 will cover topics like continuous improvement, process improvement, and restructuring.
This document outlines 10 high impact actions that can be taken to release more time for patient care in general practices. It discusses actions like introducing phone and email consultations, expanding the practice workforce to include nurses and pharmacists, improving appointment systems, streamlining administrative processes, increasing collaboration between practices, and promoting self-care and social prescribing. The overall goal is to reduce bureaucratic burdens and demands on GPs' time so they can spend more time with patients.
The document discusses arguments around funding and privatization of the UK National Health Service (NHS). It notes that the NHS was created after WWII when the national debt was over double current levels. It questions why the NHS can't be afforded now despite the UK being wealthy. Critics argue funding cuts may be to pave the way for privatization. While the US spends more on healthcare, the UK NHS was ranked the best system by the Commonwealth Fund in 2014 despite lower spending per capita. However, UK health spending as a percentage of GDP is falling. Many NHS trusts are in deficit and some see underfunding as a path to more private involvement in the NHS against public wishes.
Bob Ricketts, NHS England - Open Forum Events' NHS Commissioning and Procurem...Alexis May
The document discusses the challenges facing the NHS, including an aging population, rising rates of chronic diseases, increasing costs and resource constraints. It argues that the NHS needs bold, transformative solutions to reshape services at scale and pace. New commissioning approaches like outcome-based population commissioning are proposed to incentivize integrated care, better outcomes and value. Examples from places like Staffordshire aim to develop new payment models and contracts with lead providers to coordinate care for defined populations.
New Models of General Practice: Practical and policy lessonsNuffield Trust
Nuffield Trust policy researchers Rebecca Rosen and Stephanie Kumpunen present findings from our upcoming report on large scale general practice models.
Social Jack LinkedIn Flash Class - LinkedIn in New Profile - Forward Progres...Social Jack
LinkedIn released dramatic new updates. We will show you how to navigate your way to new business with the new platform.
During this Complimentary Class You will Learn:
- What LinkedIn changed
- Updates you need to make now
- What is free and paid
- How to leverage the free version
Forward Progress has trained over 100,000 professionals in over 35 countries on how to convert social media connections to new business.
All attendees will have a chance to win prizes in our engagement contest.
ALL registrants will receive access to the recording and materials.
About Dean DeLisle:
For over 30 years, Dean and his team have demonstrated his ability to expand companies' social reach, stimulate business development through increasing engagement online, and make converting connections to new business more efficient.
We look forward to seeing you online and in class!
Political alert house of representatives daily program, tuesday 21 march 2017Lisa Munoz
The document outlines the agenda for the House of Representatives on Tuesday, 21 March 2017. It includes orders of the day for debate on bills, reports from committees, members' statements, questions without notice for ministers, and matters of public importance. The agenda also schedules constituency statements, a grievance debate, and adjournment in the Federation Chamber that afternoon.
La junta presentó los criterios de evaluación para el 4o bimestre en las distintas materias, incluyendo porcentajes asignados a trabajos, tareas, exámenes y proyectos. También se detalló el horario escolar de la semana con las asignaturas programadas para cada día e informó acuerdos como la modificación del horario, conseguir material faltante y pagos pendientes.
This document discusses the General Practice Forward View, which aims to help general practice deliver more of its potential through improved access, comprehensive care, population health management, empowering self-care, and ensuring the right care is delivered by the appropriate provider. It highlights priorities like workforce development, service redesign, self-care, and technology. The document specifically addresses how technology like online consultations could help with access, self-care, proactive care, population management, and collaborative work. It announces a new £45 million online consultations fund over three years to help practices implement online consultation software.
This document discusses strategies for managing workload in general practice through 10 high impact actions:
1. Introducing new ways of working to reduce wasted time and ensure issues are addressed at first contact.
2. Matching capacity to demand by adjusting staffing schedules.
3. Applying lean principles to improve common processes and reduce errors and waste.
4. Optimizing the physical layout and information systems to boost productivity.
5. Supporting self-care through signposting, education, and online access to records and test results.
6. Developing community prevention programs to improve population health.
A brief overview of the support aavailable in the General Practice Forward to help practices implement changes that will release time for care. Presenation to Lincolnshire LMC 25/05/17
The document discusses managing workload in general practice. It identifies some of the biggest challenges as the increasing pressure on practices from a growing and aging population, rising costs, and increasing bureaucracy. It discusses the GP Forward View's focus on improving access to care, long-term conditions management, and collaborative working. The document then summarizes some approaches practices are taking to better manage workload, such as introducing new ways of working to reduce wasted time, matching capacity to demand, improving processes, creating a more productive environment, supporting self-care, prevention initiatives, online services to streamline tasks, and more proactive long-term condition management.
The document discusses a meeting to provide development and support for general practice managers, covering topics such as managing workload in general practices, sharing challenges and solutions, professional development opportunities, and leading primary care into the future. Attendees include representatives from various NHS organizations focused on supporting general practice. The document emphasizes the importance of practice managers sharing their knowledge and experiences to help their colleagues and promote excellence in primary care.
Presentation to Dudley CCG members' meeting, 26 Mar 2019. Looking at the lessons from some of the successes and disappointments of integrated care, and some of the top tips for redesigning general practice to release more of its potential.
The document discusses the General Practice Forward View and the opportunities and pressures facing general practice in the UK. It notes that general practice provides comprehensive, holistic care from cradle to grave but is under pressure. There is an opportunity to reimagine care through multidisciplinary teams, working at scale across larger populations, and freeing up GP time through innovations. This could help general practices better deliver on the promise of primary care and help address pressures on the whole NHS.
This document discusses ways to increase capacity in general practice/primary care in the UK. It notes that while the founding principles of UK primary care are admired, general practice currently feels constrained and unable to deliver its full potential. It highlights the need for increased funding, workforce growth, and improved premises. The document then outlines several initiatives to free up physician time and reduce bureaucracy, including a study on burdensome tasks and 10 high impact actions for release of time. It stresses the importance of leadership, strategic planning, and building capabilities for improvement and innovation.
Keynote online consultations - why, what, howNHS England
1) The document discusses the General Practice Forward View, which outlines 10 high impact actions that can be taken to release GPs' time and improve patient care, such as implementing online consultation systems.
2) Online consultation systems allow patients to get health information, request consultations, and message their GP online, helping to direct patients to the right care and reducing unnecessary appointments.
3) Examples are given of practices that have seen benefits like more effective consultations, improved access for patients, and more efficient use of GPs' time through the use of online consultation systems.
Workshop at Health and Care Innovation Expo 2018, in Manchester. It can take up to 20 years for good innovations to be adopted in healthcare. However, the recently published 10 High Impact Actions for general practice are spreading faster than we have ever seen. Why? Learn about what's different, and how you can increase success in your own work.
The presentation examines the role of five stages in the innovation journey in determining success: the innovators, the innovation, packaging, spread and adoption. Examples are provided of how each can present a barrier, and how the national Time for Care programme has sought to overcome them.
This document contains presentations from several individuals about the GP Forward View plan to improve general practice in England. It includes an overview of the plan from the Director of NHS Commissioning, discussions of strategies to redesign care and workload from the Head of General Practice Development, and plans to expand the primary care workforce and infrastructure from the Primary Care Workforce & Infrastructure Programme Director. The document aims to outline the GP Forward View and facilitate questions and discussion about implementing its initiatives.
Presentation at NHS Expo 2014. A review of the need to release capacity in general practice, the impact of the Productive General Practice programme so far, and top tips about deploying the programme for maximum benefit.
RECORDING is here: http://www.screencast.com/t/ySvkzxftg
The document discusses evidence-based innovation in general practice. It summarizes the experience of the GP Access Fund, which provided funding to over 2/3 of practices in England to test innovations improving access. It describes common challenges practices faced in measuring innovations and provides five tips: 1) budget and plan for measurement; 2) understand your logic model; 3) measure to inspire and inform; 4) measure in real-time; and 5) show an innovation can work in different contexts. The document advocates for stronger measurement of innovations to effectively promote and sustain adoption.
Presentation at 2016 annual conference of the Royal New Zealand College of GPs (RNZCGP), Auckland, 28 July 2016. A consideration of the pressures and opportunities facing general practice, the 10 High Impact Actions to release time for care, and the journey we may need to take to realise more of the potential of primary care.
Similar to Practice development support in the General Practice Forward View (Pulse Live) (20)
This document discusses the importance of leading with why. It notes that most change efforts fail despite having a good idea, clear instructions, and performance controls. Leading with why means connecting changes to what motivates and inspires staff. The document emphasizes telling a story that explains the reasons and purpose behind changes, rather than just giving instructions. This helps gain support from more people for the leader's vision.
The document discusses common pitfalls in trying to enact change in healthcare. It advises to start with the end goal in mind and plan thoroughly through testing and refining in order to succeed. It also warns against being too eager to contribute without focusing on the desired outcome and what patients need rather than what one can contribute.
The document discusses considerations for primary care clinical commissioning groups (PCNs) that have recently formed. It identifies common issues that PCNs spend time on such as governance structures, payment distributions, and contracts. The document also discusses lessons learned from common pitfalls when forming PCNs like not prioritizing clinician time or leadership development. Finally, it emphasizes the importance of PCNs establishing a clear purpose before focusing on specific functions or organizational structures.
Time for Care. South & North Tandridge Network Group Training EventRobert Varnam Coaching
This document discusses opportunities for primary care networks and general practices to better collaborate and manage workload. It notes that primary care provides continuity, is community-focused, holistic, and comprehensive, but that current demand exceeds workforce capacity. Opportunities for collaboration through primary care networks include staff pooling, shared functions, specialist services, planning, analytics, recruitment and career development. However, meaningful collaboration requires deliberate effort to build relationships through open communication and joint practical improvements. The document also analyzes sources of workload for general practices and promotes innovations from other practices that can help manage demand and release clinician time.
Primary care networks, realising the potential and avoiding the pitfallsRobert Varnam Coaching
Presentation at the Management in Practice conference, 4 December 2018. What are we learning about the potential benefits of primary care networks for patients and practices, and the practicalities of realising the potential?
Keynote talk at Best Practice 2018. Observations about the critical success factors for leaders wishing to unpack the potential of primary care networks to benefits patients and GP practices.
Presentation at Pulse Live, Liverpool 2 Oct 2018. What are the potential benefits of primary care networks for patients and staff? What can we learn about how to approach the process of establishing a productive primary care network?
The document discusses leadership in general practice and healthcare. It emphasizes that leadership matters, great care does not just happen, and leaders are made, not born. It encourages investing in your own growth as a leader, not waiting to be the boss, and trying fearlessly while learning from failures.
The document discusses online consultation systems for general practices. It provides information on the benefits of online consultations for patients and practices. Key points include:
- Online consultations can provide improved and more convenient access to healthcare, help manage practice workload more efficiently, and allow for more effective face-to-face appointments.
- £45 million in funding over three years is available for practices to purchase and use online consultation systems.
- Examples of scenarios where online consultations could help address patient issues are presented.
Designing the future primary care workforce (SouthWest workshop 23/04/18)Robert Varnam Coaching
The document discusses avoiding common pitfalls in designing the future of general practice. It recommends: 1) designing for future needs rather than current constraints, 2) considering the whole healthcare system and existing capabilities, 3) using patient segmentation cautiously to understand needs rather than dictate new roles, 4) ensuring plans cover the broader system and its changes, 5) planning for developing new skills in addition to recruitment, 6) committing staff through a compelling vision, and 7) thoroughly planning implementation with a focus on participation.
This document discusses strategies to help general practitioners manage their workload and free up time. It provides information on 10 high impact actions that practices have taken, such as improving online services for patients, using nurses to handle minor illnesses, reducing missed appointments, and broadening the care team. Data is presented on sources of workload such as administrative tasks and potentially avoidable appointments. The importance of staff training and well-being is also emphasized.
Presentation to practices in Lincolnshire, looking at the strengths of primary care, the ways in which it could deliver more of the promise and emerging lessons about successful at-scale primary care.
The document discusses the changing needs of primary care and general practice in the UK. It notes increasing pressures on general practice from a growing and aging population with more complex needs. Specifically, it highlights the rise in patients with multiple long-term conditions which now accounts for over half of primary care work. This qualitative change in patient needs requires a shift away from an acute, episodic model of care towards holistic, population-based management of long-term conditions. The document advocates for greater collaboration between primary care providers and specialists, as well as expanded skillmix and services delivered closer to home in order to better meet patients' needs.
VEDANTA AIR AMBULANCE SERVICES IN REWA AT A COST-EFFECTIVE PRICE.pdfVedanta A
Air Ambulance Services In Rewa works in close coordination with ground-based emergency services, including local Emergency Medical Services, fire departments, and law enforcement agencies.
More@: https://tinyurl.com/2shrryhx
More@: https://tinyurl.com/5n8h3wp8
Digital Health in India_Health Informatics Trained Manpower _DrDevTaneja_15.0...DrDevTaneja1
Digital India will need a big trained army of Health Informatics educated & trained manpower in India.
Presently, generalist IT manpower does most of the work in the healthcare industry in India. Academic Health Informatics education is not readily available at school & health university level or IT education institutions in India.
We look into the evolution of health informatics and its applications in the healthcare industry.
HIMMS TIGER resources are available to assist Health Informatics education.
Indian Health universities, IT Education institutions, and the healthcare industry must proactively collaborate to start health informatics courses on a big scale. An advocacy push from various stakeholders is also needed for this goal.
Health informatics has huge employment potential and provides a big business opportunity for the healthcare industry. A big pool of trained health informatics manpower can lead to product & service innovations on a global scale in India.
English Drug and Alcohol Commissioners June 2024.pptxMatSouthwell1
Presentation made by Mat Southwell to the Harm Reduction Working Group of the English Drug and Alcohol Commissioners. Discuss stimulants, OAMT, NSP coverage and community-led approach to DCRs. Focussing on active drug user perspectives and interests
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...rightmanforbloodline
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
Sectional dentures for microstomia patients.pptxSatvikaPrasad
Microstomia, characterized by an abnormally small oral aperture, presents significant challenges in prosthodontic treatment, including limited access for examination, difficulties in impression making, and challenges with prosthesis insertion and removal. To manage these issues, customized impression techniques using sectional trays and elastomeric materials are employed. Prostheses may be designed in segments or with flexible materials to facilitate handling. Minimally invasive procedures and the use of digital technologies can enhance patient comfort. Education and training for patients on prosthesis care and maintenance are crucial for compliance. Regular follow-up and a multidisciplinary approach, involving collaboration with other specialists, ensure comprehensive care and improved quality of life for microstomia patients.
The facial nerve, also known as cranial nerve VII, is one of the 12 cranial nerves originating from the brain. It's a mixed nerve, meaning it contains both sensory and motor fibres, and it plays a crucial role in controlling various facial muscles, as well as conveying sensory information from the taste buds on the anterior two-thirds of the tongue.
Joker Wigs has been a one-stop-shop for hair products for over 26 years. We provide high-quality hair wigs, hair extensions, hair toppers, hair patch, and more for both men and women.
Hypertension and it's role of physiotherapy in it.Vishal kr Thakur
This particular slides consist of- what is hypertension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is summary of hypertension -
Hypertension, also known as high blood pressure, is a serious medical condition that occurs when blood pressure in the body's arteries is consistently too high. Blood pressure is the force of blood pushing against the walls of blood vessels as the heart pumps it. Hypertension can increase the risk of heart disease, brain disease, kidney disease, and premature death.
This particular slides consist of- what is hypotension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is the summary of hypotension:
Hypotension, or low blood pressure, is when the pressure of blood circulating in the body is lower than normal or expected. It's only a problem if it negatively impacts the body and causes symptoms. Normal blood pressure is usually between 90/60 mmHg and 120/80 mmHg, but pressures below 90/60 are generally considered hypotensive.
The Importance of Black Women Understanding the Chemicals in Their Personal C...bkling
Certain chemicals, such as phthalates and parabens, can disrupt the body's hormones and have significant effects on health. According to data, hormone-related health issues such as uterine fibroids, infertility, early puberty and more aggressive forms of breast and endometrial cancers disproportionately affect Black women. Our guest speaker, Jasmine A. McDonald, PhD, an Assistant Professor in the Department of Epidemiology at Columbia University in New York City, discusses the scientific reasons why Black women should pay attention to specific chemicals in their personal care products, like hair care, and ways to minimize their exposure.
As Mumbai's premier kidney transplant and donation center, L H Hiranandani Hospital Powai is not just a medical facility; it's a beacon of hope where cutting-edge science meets compassionate care, transforming lives and redefining the standards of kidney health in India.
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPTblessyjannu21
Prepared by Prof. BLESSY THOMAS, VICE PRINCIPAL, FNCON, SPN.
Emphysema is a disease condition of respiratory system.
Emphysema is an abnormal permanent enlargement of the air spaces distal to terminal bronchioles, accompanied by destruction of their walls and without obvious fibrosis.
Emphysema of lung is defined as hyper inflation of the lung ais spaces due to obstruction of non respiratory bronchioles as due to loss of elasticity of alveoli.
It is a type of chronic obstructive
pulmonary disease.
It is a progressive disease of lungs.
8. #GPforwardview
So why are people talking about change?
It’s partly about the pressure we’re under
right now, and partly about the huge
opportunity to do something better. And,
for once, the same changes that would
help with one are also necessary for the
other.
Pressure Opportunity
10. #GPforwardview
GENERAL PRACTICE
FORWARD VIEW
The menu
£3/head
transformational
support
£6/head improving
access
Vulnerable
practice
Clinical
pharmacists
Online
consultations fund
↑18% GPIT
Staff training fund
Time for Care
programme
Service
improvement
training
Integrated
urgent care
Estates &
technology
Mental health
therapists
Practice manager
development
Voluntary MCP
contractSTP investment
Practice
resilience
11. #GPforwardview
GENERAL PRACTICE
FORWARD VIEW
The menu
£3/head
transformational
support
£6/head improving
access
Vulnerable
practice
Clinical
pharmacists
Online
consultations fund
↑18% GPIT
Staff training fund
Time for Care
programme
Service
improvement
training
Integrated
urgent care
Estates &
technology
Mental health
therapists
Practice manager
development
Voluntary MCP
contractSTP investment
Practice
resilience
13. #GPforwardview
10 High Impact Actions to release time for care
Innovations from around England
that release time for GPs to do
more of what only they can do.
bit.ly/gpcapacityforum
17. #GPforwardview
Online consultation systems (bursaries from 2017)
General Practice Improvement Leaders Programme
CCG investment & support
Your Time for Care programme
Showcase
event Productive General Practice
Choose
priorities
Action learning collaborative
Implement change rapidly
Reception & clerical staff training (bursaries from 2016)
18. #GPforwardview
General Practice Improvement
Leaders programme
Build capabilities and confidence to support colleagues in
implementing change in practices
Fundamentals
of change and
improvement
(2-day session)
Human
Dimensions of
change
(2 x 1-day sessions)
Facilitation
skills
(2 x 1-day
sessions)
Primary care improvement community
Your own change project
21. #GPforwardview
GENERAL PRACTICE
FORWARD VIEW
The menu
£3/head
transformational
support
£6/head improving
access
Vulnerable
practice
Clinical
pharmacists
Online
consultations fund
↑18% GPIT
Staff training fund
Time for Care
programme
Service
improvement
training
Integrated
urgent care
Estates &
technology
Mental health
therapists
Practice manager
development
Voluntary MCP
contractSTP investment
Practice
resilience
23. #GPforwardview
GENERAL PRACTICE
FORWARD VIEW
england.gpdevelopment@nhs.net
The Forward View www.england.nhs.uk/gpfv
Clinical pharmacists scheme www.england.nhs.uk/gp/gpfv/workforce/cp-gp
GP Access bit.ly/GPAFabout
Voluntary MCP contract bit.ly/MCPinfopage
Development programme www.england.nhs.uk/gpdp
GP Practice Bulletin bit.ly/NHSEGPbulletinsignup2017
Editor's Notes
Stabilisation AND transformation
The START
Stabilisation AND transformation
The START
Stabilisation AND transformation
The START
Stabilisation AND transformation
The START
Stabilisation AND transformation
The START
So why are people talking about change? It’s partly about the pressure we’re under right now, and partly about the huge opportunity to do something better. And, for once, the same changes that would help with one are also necessary for the other.
Stabilisation AND transformation
The START
A growing collection – submit your own examples and questions.
A growing collection – submit your own examples and questions.
Very flexible approach, so each programme can be tailored to the needs and interests of local practices. Well worth starting to talk about this with others across the CCG soon, but no rush – it’s a 3y programme. Much more info at www.england.nhs.uk/gpdp and in the fortnightly “find out more” webinars.
How could you align this with other things … eg other development plans / teams, practice resilience activity?