Self harm health integration team, pop up uni, 12.00, 3 september 2015
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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
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CAHPO 2016. Workshop 6: Naomi McVey and Helen Owen
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Tema3 2eso 2016/2017 El imperío Bizantino y Carlomagno
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Similar to Self harm health integration team, pop up uni, 12.00, 3 september 2015
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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
Jacqui Dyer
This document summarizes the key priorities and recommendations from the Five Year Forward View for Mental Health (5YFV MH) report in the UK. The 5YFV MH aims to transform mental health services by 2020 through four priorities: 1) Improving 24/7 crisis care, 2) Integrating physical and mental health care, 3) Promoting good mental health, and 4) Reforming the mental health system. Some recommendations include expanding 24/7 crisis services, increasing access to psychological therapies, and developing children's crisis models. The 5YFV MH dashboard will monitor progress through key metrics on areas like crisis care, perinatal services, and outcomes for people with mental health problems.
Slides from the 'Improving access to seven day services' event June 2015
This document provides information about an event to improve access to seven day services in the NHS England Greater Manchester & Lancashire region. It includes the agenda for the event, with presentations on topics like the national agenda for seven day services, clinical standards, self-assessment tools, and case studies from organizations implementing seven day services. Wrightington, Wigan & Leigh NHS Foundation Trust will present their experience in delivering seven day services, including how increased consultant presence on weekends and improved diagnostic and support services have reduced weekend mortality rates. Interactive polling will gather input from attendees on challenges and priorities for seven day services implementation.
NS ABBVIE Supplement Nov 2016
The document discusses the need for more patient-centered chronic care that takes a holistic approach and moves care closer to home. It provides examples of how optimizing care pathways for patients with conditions like diabetes or who experience falls can lead to better outcomes and lower costs. Reducing unwarranted variations in care across regions and implementing evidence-based approaches like NHS RightCare that involve clinicians can help standardize best practices and deliver value. However, fully coordinated care requires alignment between health and social care partners.
Integrated care and support
This document summarizes a presentation on integrated care and support given by representatives from NHS England and ADASS. It discusses the context of integration between health and social care services, identifies three "wicked issues" challenges to integration, and outlines next steps. Graphs and figures are included showing relationships between long-term conditions, costs of care, and the potential impact and cost savings of integrated models of care. The presentation addresses definitions of integration, evidence challenges, barriers such as information governance, and emphasizes the importance of person-centered coordinated care and building the capacity of patients to engage in self-management.
2016 Impact Report for Picker Institute Europe
The document is Picker's 2015-2016 impact report. It contains:
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Medibank Managing Director speaks at Amercian Chamber of Commerce
Medibank is a leading Australian health insurer established in 1975 as a not-for-profit organization and has since grown through mergers and acquisitions to become a for-profit entity. Healthcare costs in Australia are rising significantly and are projected to exceed revenue by 2050 due to factors like an aging population and increased rates of chronic disease. Medibank aims to address these challenges by focusing on preventative and primary care, improving access to GPs, coordinating care for high-needs patients, and paying providers based on health outcomes rather than activities.
Population Health Planning for Chronic Disease
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Practical strategies for physical health care improvement: progress
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Robert _highly_organized_primary_care_2
This document summarizes the benefits of highly organized primary care and medical homes. It discusses how organizing primary care into teams that focus on population health, care coordination, planned care for chronic conditions, and quality improvement can improve health outcomes, reduce costs, and enhance the patient experience. The document provides examples from Cambridge Health Alliance that show improved quality metrics, decreased hospital and emergency room use, and reduced costs after implementing a primary care reform model centered around medical homes and accountable care.
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This document provides an agenda and materials for a workshop on personalization for long term conditions. The agenda includes sessions on local priorities, national overviews, interactive exercises, simulation modeling, and developing declarations. Key topics covered include person-centered care, long term conditions, coordinated rather than integrated care, strategies for embedding personal care planning, and new models of care. Simulation modeling is demonstrated as a way to test new integrated care service models and discharge planning. The workshop aims to support moving care delivery toward a more whole-person approach.
Seven Day Services - Crawley event
Presentation made by James Thallon, Medical Director South East, NHS England. Improving access to seven day services event, Crawley 17 March 2105.
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The AHSN and Centre for Implementation Science is working as the independent evaluator for the Happy, Healthy, at Home Vanguard programme in North East Hampshire and Farnham.
This was the second symposium of the independent evaluation and focused on the Farnham Locality. The event included presentations from the Farnham Integrated Care Team and the Farnham Referral Management Service, as well as a series of ‘Evaluation Stations’ where delegates spent time with teams from Farnham, North East Hampshire and Farnham CCG and NHS England.
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CYPHSC workshop_AA
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The document discusses increasing patient participation in their treatment and care through personal health budgets. It provides evidence that activating patients through shared decision making, self-management support, and personal health budgets can lead to better health outcomes and lower costs. The presentation outlines plans to expand personal health budgets for those with long-term conditions in accordance with NHS objectives. It highlights early positive results from personal health budget trials showing improved quality of life and independence.
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The document discusses self-management of chronic conditions and its importance for sustainability of healthcare systems. It notes that:
- Chronic conditions will rise dramatically, with many people having multiple conditions.
- Expectations of care quality will increase as standards that are currently seen as inadequate will be viewed as inhumane.
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Bristol - building a truly healthy city, pop up uni, 12.00, 3 september 2015
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Slides from the 'Improving access to seven day services' event June 2015
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Medibank Managing Director speaks at Amercian Chamber of Commerce
Medibank Managing Director speaks at Amercian Chamber of Commerce
Practical strategies for physical health care improvement: progress
Practical strategies for physical health care improvement: progress
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Richard Mendelsohn- Beyond 2010: SMART Living Panel
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Personalisation for Long Term Conditions in Cornwall
Happy, Healthy, at Home Symposium 2: collected event slides
Happy, Healthy, at Home Symposium 2: collected event slides
Using models-of-care-to-understand-the-impact-of-networks-of-care-for-lt cs
Using models-of-care-to-understand-the-impact-of-networks-of-care-for-lt cs
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The document discusses several topics related to flexible working in the NHS:
1) It summarizes that when the NHS was established in 1948, it faced immediate staff shortages, with over 53,000 hospital beds lying empty due to a lack of nursing staff. Despite efforts to increase staffing levels, shortages of around 48,000 nurses remained.
2) It notes that millennials prefer more flexible work arrangements than staying in the same job for 30 years.
3) It describes NHSP's process for evaluating the performance of flexible workers, which includes seeking feedback from Trusts across five quality criteria and identifying workers performing well or in need of skills development.
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This document discusses co-production and person-centered care across organizational boundaries in healthcare. It emphasizes that integrated care involving expertise from various sectors designed based on local needs is more likely to succeed. Successful transformation requires investment in staff, leadership, and co-production with stakeholders. Several case studies showcase co-production approaches used by different NHS trusts to develop innovative services.
Better Births/The Long Term Plan and Safer maternity care
This document summarizes key priorities and initiatives from the National Maternity Ambition and Long Term Plan to improve safety in maternity care in the UK by 2025. Key areas of focus include reducing stillbirths, neonatal and maternal deaths by 50% by expanding continuity of carer models, improving postnatal physiotherapy access, strengthening infant feeding programs, and providing better integrated mental health support for new mothers. The goals are to address disparities in outcomes and provide safer, higher-quality care for all women and babies.
RCM contribution to supporting the ambitions of LTP
The Royal College of Midwives (RCM) unveiled its 2019-2024 strategy to support the ambitions of its long-term plan (LTP). The strategy focuses on developing the midwifery workforce through recruiting, training, educating, supporting, and retaining midwives. It also highlights caring for midwives and the launch of an RCM leadership manifesto in 2019 to develop midwifery leaders.
Patient safety, professionalism and accountability
The document discusses a summit on patient safety, professionalism, and accountability led by Matthew McClelland, Director of Fitness to Practise, and Lucy Dennett, Assistant Director. The summit focused on enabling better and safer patient care through open communication and ensuring health organizations learn from mistakes. It also discussed the importance of truly listening to patients and treating them with care and respect. Finally, it promoted the NMC's Employer Link Service, which provides support to employers on managing concerns and refers to the NMC when appropriate.
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Safe staffing and productivity through use of technology and professional jud...
Mike Wright discusses the challenges of ensuring safe nursing staffing levels and effective deployment of resources at Hull Royal Infirmary and Castle Hill Hospital. He outlines how the use of technology, such as an electronic rostering system and the SafeCare software, combined with professional judgement from chief nurses, helps provide real-time visibility into staffing across over 50 wards and 1,200 beds. This integrated approach allows for daily monitoring of staffing levels, patient acuity, and quality metrics to effectively manage staff and address any issues, while also facilitating biannual reviews of nursing establishments.
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The document discusses the development of a new national hand hygiene policy for England by NHS Improvement in collaboration with experts from various regions. The goal is to standardize hand hygiene practices and education across the country to improve patient safety and reduce healthcare-associated infections. It aims to support healthcare workers and make best practices easier to implement consistently. Monitoring of hand hygiene will continue to be important for assuring safe care and quality improvement.
From e-learning to s-learning
WeLearn is a platform that allows people to learn for 15-20 minutes each day through social media like Twitter by using hashtags and peer support. It aims to bring an health framework to life using badges and direct messages to encourage learning. Since 2018, over 925 hours of continuing professional development have been achieved through WeLearn, as shown in a case study with Plymouth University.
All our health
This presentation discusses how to build and maintain good health through diet and exercise. It emphasizes eating a balanced diet with plenty of fruits and vegetables, whole grains, and lean proteins. Regular exercise is also important for both physical and mental health. Maintaining a healthy lifestyle with nutritious foods and physical activity can help people feel better and reduce their risk for many diseases.
Children and young people
This document discusses issues affecting children and young people's health in the UK from a public health perspective. It highlights that smoking during pregnancy, poor mental health, and childhood obesity are significant problems that contribute to health inequalities. The national context section outlines commitments in the NHS Long Term Plan to improve services for children and young people, including integrating care and expanding mental health support. In concluding, the document states that the UK is performing poorly compared to other European countries in areas like obesity rates, long-term conditions among youth, and adolescent birth rates. It emphasizes the need to improve outcomes and reduce inequalities for children and young people.
It's the little things that matter
Small acts of kindness and compassion can make a big difference for cancer patients. Dr. Liz O'Riordan believes healthcare should focus more on the individual needs and experiences of each patient. Her website cancerfit.me aims to empower cancer patients through exercise and wellness programs tailored for their specific journey.
Building #teamCNO
Ruth sees building #teamCNO as a cornerstone of her objectives as Chief Nursing Officer for England to strengthen nursing and midwifery leadership across health and social care. As CNO, she leads both operationally and strategically for the Department of Health and Social Care and NHS England/NHS Improvement. Some aims of #teamCNO include forming a new team to work with one unified voice to influence policy and patient outcomes, as well as improving professional pride and raising the profile of nursing, midwifery, and care professions.
Leadership Development and Talent Management
This document summarizes presentations from Peter Homa CBE, Chair of the NHS Leadership Academy, and Paul Jebb, Deputy Director of Nursing at Southport & Ormskirk Hospitals NHS Trust.
Peter Homa discusses his 37-year career in the NHS, emphasizing the importance of self-knowledge and continuous self-improvement for leaders. He stresses applying for the right job and empowering those more able than yourself.
Paul Jebb outlines his career progression in nursing, including international experience that taught him the value of collaboration. He describes leadership programs to develop nurses' strategic skills and influence. These programs aim to increase the number of nurses ready for senior roles and develop leadership at all levels of the workforce.
Enabling a Digital Future
Digital technology has transformed healthcare and enabled new ways of delivering care. Nurses now have access to patient records and test results on mobile devices, allowing them to spend more time with patients. However, this transition requires training staff on new systems and addressing privacy concerns to ensure technology improves care and outcomes for patients.
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The document discusses the implementation of new Future Nurse Standards in the United Kingdom. It provides summaries from several presenters at a session on the new standards:
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2) Professor Dame Jill Macleod Clark discussed both opportunities and challenges of implementing the standards. She stressed the need to transform clinical placements and support current nurses.
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The document discusses the new standards for registered nurses in the UK called the Future Nurse standards. It notes several societal changes that will increase demand for expert nursing care and leadership. The new standards are intended to equip registered nurses to meet these changing needs by demonstrating advanced skills and clinical leadership. Implementing the standards provides an opportunity to recalibrate and promote the nursing profession. However, it also presents challenges in ensuring current nurses are supported to meet the new standards through development and resources. Strong nursing leadership is needed to leverage the case for obtaining necessary workforce investments and infrastructure to support both current and future nurses.
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This document discusses workforce race equality in nursing and midwifery in the UK NHS. It provides background information and statistics showing that while 20.5% of NHS nurses and midwives are from Black and minority ethnic (BME) backgrounds, they are underrepresented in senior pay bands. The document outlines a model to improve BME representation across all levels by 2028 through leadership commitment, positive action, accountability, and monitoring progress. It discusses priorities from the NHS Long Term Plan and Workforce Race Equality Standard to close gaps and ensure middle management engagement. The presenter asks audience questions about implementing improvement plans.
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For More Details:
Map: https://cutt.ly/BwCeflYo
Name: Apollo Hospital
Address: Singar Nagar, LDA Colony, Lucknow, Uttar Pradesh 226012
Phone: 08429021957
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Self harm health integration team, pop up uni, 12.00, 3 september 2015
- 1. Self Harm Health Integration Team: STITCH Salena Williams Senior Nurse Liaison Psychiatry Director Self Harm HIT
- 2. Self Harm Health Integration Team Our HIT will deliver: - Reduction in the incidence of repeat self-harm in Bristol - Reduced prescriptions of drugs with high lethality when taken in overdose - Reduced admission to a hospital bed for self-harm, reduced LOS - Reduced admission to intensive care of self-harm patients Reduction of suicidein Bristol
- 3. Structure STITCHEXECUTIVE CARE IN THE HOSPITALS WORLD CLASS RESEARCH EDUCATION TRANSFORMING PRIMARY CARE PATIENT AND PUBLIC INTEGRATION BRISTOLHEALTH PARTNERS
- 4. Structure HIT EXECUTIVE CARE IN THE HOSPITALS WORLD CLASS RESEARCH EDUCATION TRANSFORMING PRIMARY CARE PATIENT AND PUBLIC INTEGRATION BRISTOLHEALTH PARTNERS PROVIDER FORUM HIT pooled resourcesof partnersto provide £350k investmentinto A+E psychiatryservice
- 5. Success Reduce the science to service gap: 0% 20% 40% 60% 80% 100% 0 20 40 60 80 100 120 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 %assessed Numberofattendances Hourof attendance (24hr) Number of attendances % psychosocial assessment
- 6. Success Improved service user engagement in service planning and delivery throughout the care pathwayand with research – Patients designed their own A+E research, carried it out and met with A+E staff to decide how to change things – Patients designed their own information resource for attendees to A+E – Patients teach A+E staff about self harm – Patients train GPs about self harm – CLARHC funded Patient Centred Outcomes research
- 7. Success • New 7 day 14 hour service to A+E • Psychosocialassessment following self harm • Standardised recording and information across Bristol • Repeat attenders plans • Ambulance staff training • Self Harm clinic
- 8. Success • GP bespoke and annual self harm training • Improved communication and care planning • GP pilot prescribing project • Parliamentary Inquiry and NHS England – to change the law
- 9. Summary Self harm is a key risk factor for suicide STITCH gets together experts in self harm • Identifies and accelerates self harm priorities • Puts patients at the centre of their care • Merges priorities of all organisations involved