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.
The slides cover the AHSN's response to the Covid-19 pandemic, and provides a review of 2019-20.
There are also case studies where AHSN staff returned to the frontline NHS, to support our colleagues with the response to Covid-19. All documents can be viewed or downloaded below.
Bill Gillespie, Chief Executive of Wessex AHSN, said: "Thanks to the trusted relationships we have built with regional and national partners over the past eight years, we have been in a strong position to provide a solid, adaptive response to the crisis.
"Along the way, we have discovered that staff at every level of our partner organisations have enormous depths of creativity and commitment; and that the public are more willing than we ever imagined to welcome technology and innovation into their care.
"Our own AHSN staff have also shown a huge willingness to take on new roles, to work almost entirely virtually; and, for some, to step back into frontline roles or play a part in key national Covid projects. We’d like to thank them for their amazing commitment over the past few months."
The slides cover the AHSN's response to the Covid-19 pandemic, and provides a review of 2019-20.
There are also case studies where AHSN staff returned to the frontline NHS, to support our colleagues with the response to Covid-19. All documents can be viewed or downloaded below.
Bill Gillespie, Chief Executive of Wessex AHSN, said: "Thanks to the trusted relationships we have built with regional and national partners over the past eight years, we have been in a strong position to provide a solid, adaptive response to the crisis.
"Along the way, we have discovered that staff at every level of our partner organisations have enormous depths of creativity and commitment; and that the public are more willing than we ever imagined to welcome technology and innovation into their care.
"Our own AHSN staff have also shown a huge willingness to take on new roles, to work almost entirely virtually; and, for some, to step back into frontline roles or play a part in key national Covid projects. We’d like to thank them for their amazing commitment over the past few months."
Objective
1.Understand how building a coordinated cross sectoral team impacts the patient experience during transitions.
2.Learn how hospital, case managers, nursing home and pharmacy came together to change the Medication Reconciliation process resulting in reduced polypharmacy and hospital visits due to medication adverse effects.
3.Recognize the impact of BOOMR (BARRIE COORDINATED CROSS SECTORAL MEDICATION RECONCILIATION) on system efficiencies, inter-professional communication and resident, family and staff satisfaction.
4.Learn about a new tool designed for patients to help engage them and their health care providers in a conversation about their medications.
WATCH: http://bit.ly/1Q3MGp8
Seven Day Hospital Services Workshop: South East NHS England
This workshop event, hosted by NHS England and NHS Improvement, brought together acute trust’s working towards the delivery of the four priority clinical standards by March 2018. Trust clinical leads and operational managers shared local challenges and solutions to delivery.
How To Go From Telehealth Startup To Telehealth EnterpriseVSee
For more information of the presentation such as recording and transcript, please visit:
https://vsee.com/blog/go-telehealth-startup-telehealth-enterprise/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Presentation by Mike Brett, MD, Medical Director for LIFE Programs, Lutheran Senior Life and Kelly Besecker, Vice President, Sales & Marketing, A-Frame Digital
The slides cover the AHSN's response to the Covid-19 pandemic, and provides a review of 2019-20.
There are also case studies where AHSN staff returned to the frontline NHS, to support our colleagues with the response to Covid-19. All documents can be viewed or downloaded below.
Bill Gillespie, Chief Executive of Wessex AHSN, said: "Thanks to the trusted relationships we have built with regional and national partners over the past eight years, we have been in a strong position to provide a solid, adaptive response to the crisis.
"Along the way, we have discovered that staff at every level of our partner organisations have enormous depths of creativity and commitment; and that the public are more willing than we ever imagined to welcome technology and innovation into their care.
"Our own AHSN staff have also shown a huge willingness to take on new roles, to work almost entirely virtually; and, for some, to step back into frontline roles or play a part in key national Covid projects. We’d like to thank them for their amazing commitment over the past few months."
The slides cover the AHSN's response to the Covid-19 pandemic, and provides a review of 2019-20.
There are also case studies where AHSN staff returned to the frontline NHS, to support our colleagues with the response to Covid-19. All documents can be viewed or downloaded below.
Bill Gillespie, Chief Executive of Wessex AHSN, said: "Thanks to the trusted relationships we have built with regional and national partners over the past eight years, we have been in a strong position to provide a solid, adaptive response to the crisis.
"Along the way, we have discovered that staff at every level of our partner organisations have enormous depths of creativity and commitment; and that the public are more willing than we ever imagined to welcome technology and innovation into their care.
"Our own AHSN staff have also shown a huge willingness to take on new roles, to work almost entirely virtually; and, for some, to step back into frontline roles or play a part in key national Covid projects. We’d like to thank them for their amazing commitment over the past few months."
Objective
1.Understand how building a coordinated cross sectoral team impacts the patient experience during transitions.
2.Learn how hospital, case managers, nursing home and pharmacy came together to change the Medication Reconciliation process resulting in reduced polypharmacy and hospital visits due to medication adverse effects.
3.Recognize the impact of BOOMR (BARRIE COORDINATED CROSS SECTORAL MEDICATION RECONCILIATION) on system efficiencies, inter-professional communication and resident, family and staff satisfaction.
4.Learn about a new tool designed for patients to help engage them and their health care providers in a conversation about their medications.
WATCH: http://bit.ly/1Q3MGp8
Seven Day Hospital Services Workshop: South East NHS England
This workshop event, hosted by NHS England and NHS Improvement, brought together acute trust’s working towards the delivery of the four priority clinical standards by March 2018. Trust clinical leads and operational managers shared local challenges and solutions to delivery.
How To Go From Telehealth Startup To Telehealth EnterpriseVSee
For more information of the presentation such as recording and transcript, please visit:
https://vsee.com/blog/go-telehealth-startup-telehealth-enterprise/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Presentation by Mike Brett, MD, Medical Director for LIFE Programs, Lutheran Senior Life and Kelly Besecker, Vice President, Sales & Marketing, A-Frame Digital
Deep Dive Into Telehealth Adoption Covid 19 and Beyond | Doreen Amatelli ClarkVSee
For more info: visit https://bit.ly/3pt6hp2
How has telehealth adoption changed following the pandemic and what are the implications for the future of telehealth? Join market research expert and owner of Way to Goal, Doreen Amatelli-Clark to talk about her latest findings from her COVID-19 study, covering surveys and in-depth interviews with doctors and healthcare practitioners from around the world.
Provided to you by: https://vsee.com
3.4 - Workforce and developing multi-disciplinary teams in primary careNHS England
The importance of the workforce needs in Beds, Luton and Milton Keynes, what does it mean to the people on the ground and how are they going to be affected. How will it improve their working lives?
On November 17, 2015 the ICU Collaborative Faculty held a National Call to determine the 2016 National Improvement Initiative. Two topics were presented: Dr. Yoanna Skrobik advocated on the side of Pain, Agitation and Delirium. Dr. Claudio Martin and Cathy Mawdsley advocated for working on End of Life Care. Callers voted at the end of the call and chose the new topic led by Dr. Skrobik: Managing “PAD” in your ICU patient: assessment, treatment and prevention.
7DS Board Assurance Framework: Planning or June 2019 submissionNHS England
This webinar will provide:
• Key lessons learned from review of 7DS Board Assurance Framework (BAF) return in February
• Information on how to prepare for the next submission by 28th June 2019
• An opportunity to raise questions
Purpose of the Call:
By the end of this webinar you will: •Hear about the changes to the MedRec in Home Care GSK
•Hear about the broader home care concepts as it relates to MedRec
•Receive practical tips and insights from the field
"When our Patient Experience measures improved, so did our Quality and Safety measures" - Sir Robert Naylor, CEO, University College London Hospitals NHS Trust, Sustainable Health Transformation 2014
This presentation to the Australian Disease Management Association looks at integrated whole-person chronic care with a focus on the Canadian system.
Using information from BHI’s report Healthcare in Focus 2014: How does NSW compare? and the Commonwealth Fund International Health Policy survey of older adults, the presentation covers healthcare delivery, patients and providers perspectives on chronic disease care in Australia, Canada and 10 other countries, with insights from one province, Ontario, on Canadian primary healthcare reforms.
Commonwealth Fund data for 2013 and 2014 is available on the Bureau of Health Information’s interactive portal, Healthcare Observer, at bhi.nsw.gov.au
Seven Day Hospital Services Workshop: South West NHS England
This workshop event, hosted by NHS England and NHS Improvement, brought together acute trust’s working towards the delivery of the four priority clinical standards by March 2018. Trust clinical leads and operational managers shared local challenges and solutions to delivery.
Presentation by Bonnie Britton, MSN, RN, ATAF Telehealth Program Administrator, Vidant Health and Seth VanEssendelft, Vice-President for Financial Services, Vidant Medical Center
Early benefits and impacts of Electronic Patient Record implementation: Findings from the UK. Presented by Steven Shaha, Center for Policy & Public Administration, UK, at HINZ 2014, 11 November 2014, 12pm, Marlborough Room 3
Presentation by Alan Dubovsky, Chief Patient Experience Officer, Cedars Sinai Medical Center, about their Patient Experience Program. Begins with a review of patient satisfaction scores, clinical performance initiatives, medical outcomes, ongoing research, academic programs, and national awards. Next is a timeline of activites, from building the PX Infrastructure, PX Improvement Projects, Launching PX Skill Building Programs and introducing PX Innovation. Includes details about the Primary functions of the office of Patient Experience:
The measurement, reporting, and analysis of all Patient Feedback and the coordination and implementation of all Patient Experience improvement efforts across the health system. The patient voice is captured through Solicited Feedback, Patient & Family Advisor Programs and Verbatim Feedback. Presentation finishes with a discussion about the Future Of Patient Feedback. Some of those areas: Using patient segmentation to group patients into distinct segments, Asking patients unique questions to understand their primary concerns, Asking planned admissions who helped set their expectations?
Asking new patients what was their prior perception compared to reality?
Presentation by Kirby Farrell, President and CEO, Broad Axe Technology Partners and Andy Archer, MSc, MBA, Vice President, Broad Axe Technology Partners
The delivery of seven day services across England
is a priority for NHS England and the NHS
Improving Quality (NHS IQ) partnership.
NHS IQ is supporting this priority through the
development of a three to five year, Seven Day
Services Improvement Programme aimed at
ensuring equity in care for patients regardless of
the day of the week, through supporting the
spread of new models of seven day services
across the NHS at scale and pace.
This will be a key improvement for the 21st
century, and the NHS could potentially lead
the world in its ambition to provide equality of
access to high quality and safe healthcare seven
days a week.
Deep Dive Into Telehealth Adoption Covid 19 and Beyond | Doreen Amatelli ClarkVSee
For more info: visit https://bit.ly/3pt6hp2
How has telehealth adoption changed following the pandemic and what are the implications for the future of telehealth? Join market research expert and owner of Way to Goal, Doreen Amatelli-Clark to talk about her latest findings from her COVID-19 study, covering surveys and in-depth interviews with doctors and healthcare practitioners from around the world.
Provided to you by: https://vsee.com
3.4 - Workforce and developing multi-disciplinary teams in primary careNHS England
The importance of the workforce needs in Beds, Luton and Milton Keynes, what does it mean to the people on the ground and how are they going to be affected. How will it improve their working lives?
On November 17, 2015 the ICU Collaborative Faculty held a National Call to determine the 2016 National Improvement Initiative. Two topics were presented: Dr. Yoanna Skrobik advocated on the side of Pain, Agitation and Delirium. Dr. Claudio Martin and Cathy Mawdsley advocated for working on End of Life Care. Callers voted at the end of the call and chose the new topic led by Dr. Skrobik: Managing “PAD” in your ICU patient: assessment, treatment and prevention.
7DS Board Assurance Framework: Planning or June 2019 submissionNHS England
This webinar will provide:
• Key lessons learned from review of 7DS Board Assurance Framework (BAF) return in February
• Information on how to prepare for the next submission by 28th June 2019
• An opportunity to raise questions
Purpose of the Call:
By the end of this webinar you will: •Hear about the changes to the MedRec in Home Care GSK
•Hear about the broader home care concepts as it relates to MedRec
•Receive practical tips and insights from the field
"When our Patient Experience measures improved, so did our Quality and Safety measures" - Sir Robert Naylor, CEO, University College London Hospitals NHS Trust, Sustainable Health Transformation 2014
This presentation to the Australian Disease Management Association looks at integrated whole-person chronic care with a focus on the Canadian system.
Using information from BHI’s report Healthcare in Focus 2014: How does NSW compare? and the Commonwealth Fund International Health Policy survey of older adults, the presentation covers healthcare delivery, patients and providers perspectives on chronic disease care in Australia, Canada and 10 other countries, with insights from one province, Ontario, on Canadian primary healthcare reforms.
Commonwealth Fund data for 2013 and 2014 is available on the Bureau of Health Information’s interactive portal, Healthcare Observer, at bhi.nsw.gov.au
Seven Day Hospital Services Workshop: South West NHS England
This workshop event, hosted by NHS England and NHS Improvement, brought together acute trust’s working towards the delivery of the four priority clinical standards by March 2018. Trust clinical leads and operational managers shared local challenges and solutions to delivery.
Presentation by Bonnie Britton, MSN, RN, ATAF Telehealth Program Administrator, Vidant Health and Seth VanEssendelft, Vice-President for Financial Services, Vidant Medical Center
Early benefits and impacts of Electronic Patient Record implementation: Findings from the UK. Presented by Steven Shaha, Center for Policy & Public Administration, UK, at HINZ 2014, 11 November 2014, 12pm, Marlborough Room 3
Presentation by Alan Dubovsky, Chief Patient Experience Officer, Cedars Sinai Medical Center, about their Patient Experience Program. Begins with a review of patient satisfaction scores, clinical performance initiatives, medical outcomes, ongoing research, academic programs, and national awards. Next is a timeline of activites, from building the PX Infrastructure, PX Improvement Projects, Launching PX Skill Building Programs and introducing PX Innovation. Includes details about the Primary functions of the office of Patient Experience:
The measurement, reporting, and analysis of all Patient Feedback and the coordination and implementation of all Patient Experience improvement efforts across the health system. The patient voice is captured through Solicited Feedback, Patient & Family Advisor Programs and Verbatim Feedback. Presentation finishes with a discussion about the Future Of Patient Feedback. Some of those areas: Using patient segmentation to group patients into distinct segments, Asking patients unique questions to understand their primary concerns, Asking planned admissions who helped set their expectations?
Asking new patients what was their prior perception compared to reality?
Presentation by Kirby Farrell, President and CEO, Broad Axe Technology Partners and Andy Archer, MSc, MBA, Vice President, Broad Axe Technology Partners
The delivery of seven day services across England
is a priority for NHS England and the NHS
Improving Quality (NHS IQ) partnership.
NHS IQ is supporting this priority through the
development of a three to five year, Seven Day
Services Improvement Programme aimed at
ensuring equity in care for patients regardless of
the day of the week, through supporting the
spread of new models of seven day services
across the NHS at scale and pace.
This will be a key improvement for the 21st
century, and the NHS could potentially lead
the world in its ambition to provide equality of
access to high quality and safe healthcare seven
days a week.
Making Seven Day Services a reality, pop up uni, 2 pm, 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
Improving Access to Seven Day Services: one size does not fit all NHS Improving Quality
Presentation given by Dr Rob Haigh, Deputy Medical Director and Chief of Medicine, Western Sussex Hospital NHS Foundation Trust, at the Improving access to seven day services event. Crawley 11 March 2015.
Quality, Innovation, Productivity and Prevention in Primary CareNHSScotlandEvent
What do the Quality Ambitions mean for Primary Care? This session describes the ongoing innovative local improvements and national work with NHS
Boards and Primary Care contractors to improve quality, efficiency and outcomes as well as the future plans for Primary Care.
Medibank Managing Director speaks at Amercian Chamber of CommerceLaura Harris
Medibank Managing Director, George Savvides presented at the American Chamber of Commerce in Melbourne about Medibank’s approach to primary care and its integrated care pilots.
Presentation given by Liz Mearns, Regional Medical Director (Wessex), NHS England. At the Improving access to sene day services event, Southampton 25 March 2015
business model, business model canvas, mission model, mission model canvas, customer development, lean launchpad, lean startup, stanford, startup, steve blank, entrepreneurship, I-Corps, Stanford
Medibank Managing Director speaks at Amercian Chamber of CommerceLaura Harris
Medibank Managing Director, George Savvides presented at the American Chamber of Commerce in Melbourne about Medibank’s approach to primary care and its integrated care pilots.
NHSE South 7DS Webinar - How 7 day therapy services can become business as us...NHS England
This webinar gives an example of how the role of Allied Health Professionals is improving care and flow across seven days a week.
Caroline Poole from NHS Improvement gives a brief update on the AHP ‘Flow Collaborative’ and Vicki Sheen from Torbay and South Devon NHS Foundation Trust describes the impact of therapy teams providing a seven day service and how this has become business as usual.
Preparing for the Board Assurance framework for 7DS with guest speaker from U...NHS England
This webinar will provide:
• An update on the requirements of the new Board Assurance Framework for 7 day services
• An opportunity to hear the experience of University Hospitals Plymouth NHS Trust which was one of the pilot sites
• An opportunity to raise queries and share learning
Older and Better: Living Well at Home or in the CommunityNHSScotlandEvent
Every healthcare contact is a health improvement opportunity but how well do we embed lifestyle advice in our day‐to‐day encounters? Gain a greater awareness and understanding of the Health Promoting Health Service and how we can implement this activity in your workplace.
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
NHS England National Perspective – Enhanced Recovery Care Pathways: a better journey for patients seven days a week and better deal for the NHS
Dr Celia Ingham Clark,
National Clinical Director for Enhanced Recovery and Acute Surgery, NHS England
Presentation from Shaping the Future Direction of Enhanced Recovery Care Pathway Seven Days a Week workshop held in London on 5 December 2013
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Reducing Inappropriate Psychotropic Drugs in People with a Learning Disability in General Practice and Hospitals in 2016.
Presentation slides Frailty: building understanding, empathy and the skills t...NHS Improving Quality
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Guest speaker:Dr Dawn Moody, Director - Fusion48
An opportunity to learn about some innovative approaches to making the health and care workforce 'Fit for Frailty'* (*British Geriatrics Society 2015).
Learning outcomes:
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To hear how Virtual Reality is being used to build empathy for older people living with frailty
To learn about the impact of a county-wide, multi-agency, multi-professional training an toolkit for care professionals working with older people
Resources:www.fusion48.net
Self-management in the community and on the Internet - Presentation 22nd Marc...NHS Improving Quality
LTC Lunch & Learn webinar:- 22nd March 2016
Presenter:- Pete Moore, Educator, Author & Pain Toolkit Trainer
As pain is the most daily health problem reported to a GP-
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Fire service as an asset: providing telecare support in the community Webinar...NHS Improving Quality
Guest speaker: Steve Vincent - West Midlands Fire Service & Simon Brake from Coventry Council
Hosted by: Bev Matthews, Long Term Conditions Programme Lead, NHS England
Learning Outcomes:-
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An overview of the work carried out by NHS England and NHS Improving Quality's Long Term Conditions Sustainable Improvement Team. It puts the case for why person-centred care has to be at the heart of healthcare.
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The speakers included:
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Struggling with intense fears that disrupt your life? At Renew Life Hypnosis, we offer specialized hypnosis to overcome fear. Phobias are exaggerated fears, often stemming from past traumas or learned behaviors. Hypnotherapy addresses these deep-seated fears by accessing the subconscious mind, helping you change your reactions to phobic triggers. Our expert therapists guide you into a state of deep relaxation, allowing you to transform your responses and reduce anxiety. Experience increased confidence and freedom from phobias with our personalized approach. Ready to live a fear-free life? Visit us at Renew Life Hypnosis..
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Slides from the 'Improving access to seven day services' event June 2015
1. Improving Access to Seven Day
Services Event
NHS England Greater Manchester
& Lancashire Region
Wednesday, 25th June 2015, 09:30 – 2.30pm
Lion of Vienna Suite, Macron Stadium, Bolton
NHS Improving Quality
and NHS England
6. NHS | Presentation to [XXXX Company] | [Type Date]6
“At the end of last year, the research company Dr Foster found mortality rates rose by 10%
at weekends. Other studies have shown similar correlations.
”BBC News, Health
Five day service model not meeting
patient needs or expectations.
7. 7
Fewer people are admitted to hospital as an emergency
at the weekend but… chances of dying are noticeably
higher
100
200
300
400
500
600
700
800
900
MON TUE WED THU FRI SAT SUN
Discharges(000's)
3.4%
3.5%
3.6%
3.7%
3.8%
3.9%
4.0%
4.1%
Emerency admissions
Percentage who are discharged dead
DH analysis of HES data 2010/11
National figures, England 2010/11
10. “The NHS will move towards
routine services being available
seven days a week. This is
essential to offer a much more
patient-focused service and also
offers
the opportunity to improve
clinical outcomes”
Ten Clinical Standards describing
minimum standards of care patients
should expect to receive seven days a
week.
11. “This change will
be difficult - but it
is the right thing
to do.”
Sir Bruce Keogh,
National Medical Director NHS England
Time for Change
13. 7Day Services –
The 10 Clinical Standards
Patient
Experience
Time to first
consultant
review
MDT
Review
Shift
Handovers
Transfer to
community
and Primary
and social
care
Mental
Health
Quality
Improvement Diagnostics
On-going
review
Intervention
/Key services
14. The Standards, 1-5
1. Patient-focused care
2. All admissions seen by a suitable consultant within 14
hrs of admission, or
within 6 hours between 0800-2000 except,
Patients who are very ill, where it should be 1 hour.
3. 14 hour review by a Multidisciplinary Team inc. Physio,
Pharmacist, (and OT if a Medical patient)
4. Handovers by competent decision maker
5. Hospital inpatients must have scheduled seven-day
access to diagnostic services
15. The Standards, 6-8
6. Hospital inpatients must have timely 24 hour access,
seven days a week, to consultant-directed interventions
7. Where a mental health need is identified following an acute
admission the patient must be assessed by psychiatric
liaison within the appropriate timescales, 24 hours a day,
seven days a week:
1 hour- Emergency, 14 hours Urgent
8. Once transferred from the acute area of the hospital to a
general ward patients should be reviewed during a
consultant-delivered ward round at least once every 24
hours, seven days a week, unless “not necessary”
16. The Standards, 9-10
9. Support services, both in the hospital and in primary,
community and mental health settings must be available
seven days a week
10. All those involved in the delivery of acute care must
participate in the review of patient outcomes to drive
care quality improvement. The duties, working hours
and supervision of trainees in all healthcare professions
must be consistent with the delivery of high-quality, safe
patient care, seven days a week.
19. NHSIQ Seven Day Services Team
• Help with the ‘how to’ – support health
communities, foster collaboration, build
momentum, spread change
• Gathering intelligence – understand
context, content and culture, impact
• Making connections - Learn, Share,
Connect, Curate knowledge, Advise
• Building large scale transformational
change capability and capacity – ‘hands on’
facilitation, coach, ‘honest broker’, clinical
and public champions
• Shape future policy – identify national,
regional, local barriers and challenges
20. Experienced dedicated team from across the
health and care economy
13 Early Adopter Sites:
1. Diagnostics: Spreading
evidence-based models
2. Drive for spread:
Engaging all healthcare
communities in moving
towards services that meet the
clinical standards and
identifying the top interventions
3. Designing new models of
seven day services
21. Have you completed your 7DS self-assessment?
• On-line self-assessment tool to measure progress
• Enables you to baseline your current level of service
provision as a local health community
• Find out how your are progressing towards meeting
the clinical standards and service provision
• Recent Updates:
Review your progress and benchmark yourself
against others and create reports
To access the Seven Day Self Assessment tool,
register http://www.7daysat.nhs.uk/
22. 7 Day Self Assessment Tool (7DSAT)
Online Self-
Assessment Tool
Multiple Users
Easy to Register
Baseline current
service provision
Covers Local
Health Economy
(LHE) provision
Brings data
together
Links to useful
information
sources
FAQs
Access Support
Measure progress
of services &
Clinical Standards
New tools:
Benchmark yourself
against others
http://www.7daysat.nhs.uk/
24. 7 Day Services SAT & Digest Survey
• Opportunity to have an introduction to this today:
• rolling presentation on screen and laptops for
hands-on experience
• Primary Research – interviews and online
survey – we need your input – to be launched in
June
• Let us know if you would like to take part.
• Speak to your 7 Day Services Facilitator on
your tables today!
NHS | Presentation to [XXXX Company] | [Type Date]24
26. Interactive Session –
Key Pad Voting
Where we are now with the Challenge of
7 Day Services implementation …
NHS Improving Quality
and NHS England
27. You will need your
keypad to respond to
questions in this
session
When prompted press
the key of your choice
A green light will flash
to confirm your choice
28. How far did you travel
to get here today?
A. B. C. D. E.
20%
31%
15%
8%
26%
A. Less than 10 miles
B. Between 10 and 20 miles
C. Between 10 and 30 miles
D. Between 30 and 40 miles
E. More than 40 miles
29. Please tell us if you
are a......
A. B. C. D. E.
2%
8%
5%
22%
63%
A. Patient / carer / member of
the public
B. Local Authority
C. Provider
D. Commissioner
E. NHS England / National
Body
30. How aware are you about
the national agenda for
improving access to 7 Day
Services?
A. B. C. D.
46%
1%
13%
39%
A. Very aware
B. Aware
C. Somewhat aware
D. Not aware
31. How have patients/public
been involved in local 7
Day Service plans?
A. B. C. D. E.
5%
9%
22%
40%
25%
A. Led on work
B. Involved
C. Not involved
D. Don’t know
E. 7DS not started
32. Which element do you
think your health and care
community needs support
with most?
A. B. C. D. E. F.
8%
41%
6%
0%
30%
14%
A. Completion of baseline and setting
of priorities
B. Development of a community wide
7DS plan
C. Relationship building with local
partners
D. Improvement support to
understand and redesign the
service
E. Sharing and signposting of
learning
F. Don’t know
33. Which of the Clinical
Standards will have the
greatest impact most
quickly?
A. B. C. D. E. F. G. H. I. J.
25%
11%
6%
1%
2%
29%
4%
1%
7%
13%
A. Patient Experience
B. Time to 1st Consultant review
C. MDT review
D. Shift handovers
E. Diagnostics
F. Interventions/key services
G. Mental Health
H. Ongoing review
I. Transfer of care
J. Quality improvement
34. Are you aware of who has
the lead responsibility for
7DS in your organisation?
A. B.
42%
58%
A. Yes
B. No
35. What do you think is the
top barrier to 7DS
implementation where you
are?
A. B. C. D. E.
1% 1%
5%
39%
54%
A. Limited understanding of
baseline.
B. Identifying local leads.
C. Workforce recruitment and
retention.
D. No robust health community
7DS implementation plan
E. Engagement of the local
health and care economy.
36. Has your health
community developed a
service to cover 7DS in the
last 12 months?
A. B.
56%
44%
A. Yes
B. No
37. Do you have a plan for 7
days in place for delivering
7 Day Service?
A. B. C. D. E.
47%
35%
9%
5%4%
A. No
B. Yes, acute trust only
C. Yes, acute, mental health
and community
D. Yes, acute, mental health,
community and primary care
E. Yes, across the whole
system including social care
38. Dr Sanjay Arya, Divisional
Medical Director, Division of
Medicine, Wrightington, Wigan &
Leigh NHS FT
Wrightington, Wigan &
Leigh’s experience of
delivering 7 Day Services
NHS Improving Quality
and NHS England
39. Dr Sanjay Arya
MBBS (Hons), FRCP (London), FRCP (Glasgow)
Consultant Interventional Cardiologist
Divisional Medical Director, Division of Medicine
Wrightington, Wigan & Leigh NHS Foundation Trust
Clinical Lead for Heart Failure, AQuA, North West
25th June 2015
7 Day services at WWL – successes and challenges
Improving Access to Seven Day Services Event
40. ‘‘Patients who are admitted to hospital believe that they are
entering a place of safety, where they, their families and carers,
have a right to believe that they will receive the best possible care’’.
‘‘Yet there is evidence to the contrary. Patients who are unwell, or
become acutely unwell in hospital, may receive suboptimal care’’
Dr Mary Armitage, Guideline Development Group Chair
Acutely ill patients in hospital
Royal College of Physicians
Avoidable Weekend Mortality in Hospitals
41. Patients and family expect that the NHS will provide safe and high
quality service consistently seven days a week
....there is a variation in care depending upon time of the day and
the day of the week
42. Patients admitted to hospital at weekend have a lower
chance of survival: Fact or Fiction ?
Increased risk of death associated with weekend acute admissions
for ruptured AAA, Acute epiglottitis and Pulmonary embolism
(Bell CM et all: New England J Med 2001)
Increased risk of death associated with weekend acute admissions
for acute Myocardial infarction and acute kidney injury:
(Kostis WJ et al: New England J Med 2007)
(James MT et all: J Am Soc Nephrol 2010)
Stroke patients have a 20% greater risk of dying if admitted over
a weekend
(Palmer W L et al: Dying for the weekend - the association between day of
hosp presentation and the quality and safety of stroke care)
43. Where there is a 7 day service, there is no observed difference in
mortality rates in the week and at weekend
(Bell M et all: The New England journal of Medicine 345:9) (Schmulewitz L et all: Clinical medicine Nov 2005)
45. Why is there a ‘Weekend Effect’ ??
Why do patients admitted to hospital at weekend have
a lower chance of survival ?
Why is there an increased risk of death associated with
Weekend emergency admissions?
(Aylin P et all: Qual Saf Health Care 2010)
Pre-Hospital factors
Hospital factors
Patient factors
46. The whole health community needs to address the problem of
increased mortality over the weekend
•Engaged clinicians (medical,nursing,physio,OT) and managers
•Developed leadership: Divisional Director & 4 Clinical Directors
•Involved everyone: Martin Farrier’s weekly mortality data:
There should be a 7 day access to all aspects of care:
Medical, Nursing, Diagnostics, Palliative care, GPs, Social services
• CoE Consultants in the community – supporting GPs
• Engaged Nursing / Care homes – advanced care planning
• Improved end-of-life care for terminally ill patients
Is there a solution? Wigan experience
Why are there more deaths? ‘Weekend Effect’
47. Increased Consultant presence: Cost effective / Reduces mortality
• Recruited 3 more A&E and 3 more MAU consultants
• Increased presence of Consultants on A&E, MAU and Medical
wards on weekends and bank holidays
Is there a solution? Wigan experience
Why are there more deaths? ‘Weekend Effect’
Right patient Right ward, beyond the first 24 hours of admission
•Specialists felt engaged, valued & comfortable in managing patient
•Improved patient pathway / journey / care bundles
48. Support services will also need to adopt 7 day working practice if
the full benefits of 7 day Consultant service are to be realised
•Increased presence of Physio, OT and Social services over
weekends and bank holidays
•Increased availability of diagnostics/therapeutics over weekends
and bank holidays (Radiology, Endoscopy, Pacing)
Is there a solution? Wigan experience
Why are there more deaths? ‘Weekend Effect’
53. Outcome of RealTime Patient Surveys conductedmonthly Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15
Have stafftreating and examining you introduced themselves? 90.8% 98.5% 94.7% 89.5% 89.8% 92.3% 94.5% 92.7% 98.1% 93.1% 93.8% 94.8%
Did you find someone to talk to aboutyour worries and fears? 83.2% 88.5% 94.7% 86.3% 86.2% 87.7% 90.2% 91.9% 95.5% 92.5% 93.9% 94.2%
Do you think the hospital staffdid everything theycould to help control your pain? 93.5% 93.9% 89.4% 89.5% 92.2% 92.8% 96.3% 92.7% 96.8% 98.4% 95.1% 91.6%
Ifyour familyor someone else close to you wanted to talk to a doctor,did theyhave enough opportunityto do
so?
87.0% 91.6% 93.4% 91.5% 89.8% 89.2% 92.0% 94.1% 94.3% 92.5% 95.7% 94.2%
Have you been involved as much as you wanted to be in decisions aboutyour care and treatment? 77.7% 85.5% 85.5% 85.0% 83.8% 83.1% 88.3% 91.2% 94.9% 93.1% 93.3% 91.6%
Have you been offered a choice offood during your stay? 96.2% 97.7% 94.7% 94.1% 96.4% 91.8% 98.8% 95.6% 97.5% 96.3% 96.3% 97.4%
Has there been healthyfood on the hospital menu? 91.8% 92.4% 94.7% 8954.0% 86.2% 90.3% 94.5% 95.6% 90.5% 93.9% 91.9% 88.4%
Have you been involved in decisions aboutyour discharge from hospital? 57.1% 57.3% 61.8% 54.9% 51.5% 62.1% 61.4% 58.1% 70.7% 52.9% 65.2% 51.0%
Do you know which consultantis currentlytreating you? 72.8% 87.0% 71.5% 74.5% 70.1% 69.7% 82.8% 75.7% 85.4% 77.5% 87.8% 71.0%
Have you been given enough privacywhen being examined,treated or discussing your care? 99.5% 98.5% 100.0% 100.0% 97.6% 98.0% 99.4% 98.5% 98.7% 100.0% 100.0% 98.1%
Have you always had access to a call bell when you needed it? 98.4% 93.9% 92.1% 98.0% 94.6% 95.9% 92.0% 91.2% 98.1% 100.0% 97.0% 96.8%
During your stayhave you been treated with compassion byhospital staff 98.4% 98.5% 92.1% 96.7% 98.8% 97.4% 98.8% 96.3% 98.1% 98.9% 100.0% 97.4%
Have you been given the care you feltyou required when you needed itmost? 95.1% 98.5% 93.4% 95.4% 98.2% 94.9% 98.2% 94.9% 94.9% 97.9% 98.8% 94.8%
AVERAGE 87.8% 90.9% 89.1% 88.1% 87.3% 88.1% 91.3% 89.9% 93.3% 91.0% 93.3% 89.3%
Real Time Patient Survey: April 14 – March 15
54. Friends and Family Test 2014-2015
• The CQUIN Target for the year has been achieved.
• Both A&E and Inpatients response rates were achieved:
– Inpatient Areas 40% required 40.63% achieved
– A&E 20% required 31.76 achieved
• NHS England representative commented “Congratulations on this
notable achievement”
• WWL will now receive £110,000 in recognition.
57. 9. Transfer to community, primary and social care
Support services, both in the hospital and in primary, community
and mental health settings must be available seven days a week
to ensure that the next steps in the patient’s care pathway, as
determined by the daily consultant-led review, can be taken.
10 Clinical Standards
60. Bury GP Federation
Seven Day Access to Primary Care
Developing and delivering the Bury model
Improving Access to Seven Day Services Event
25th June 2015
61. Bury – Greater Manchester
6125/06/2015 Bury GP Practices Ltd
62. Where - Bury – Greater Manchester
62
• 6 townships
• 200,000 population
• 33 practices
• 3 large primary care
centres
• Surrounded by acute
hospitals
• Significant ethnic
minority populations
25/06/2015 Bury GP Practices Ltd
63. Bury GP Practices Ltd
• Preliminary development started 2011
• final structure agreed – September 2012
• Shareholders loaned Company 99p per patient as start-up
fund - £175k
• Company registered at Companies House in November 2012
• Initial Board February 2013
• Board Revised 2014
• Further changes to Board structure now being approved
• 30 of the CCG’s 33 practices hold shares
25/06/2015 Bury GP Practices Ltd 63
64. PMCF : Easy-GP Summary
Building on the services and experience from Healthier Radcliffe Pilot (Ph1)
Easy GP Programme is founded on the following principles:
• Right care at the right time for patients at a place convenient to them
• Provide services that better value patients time
• Offer patients greater freedom to exercise control when interacting with
General Practice
• Ensuring Patients have information they want to make better choices
about GP services
25/06/2015 Bury GP Practices Ltd 64
200,000 registered patients
12 month programme
6 month service period £3M funding30 of 33 GP Practices
65. Extended Working Hours
Longer opening hours including :
• Extended weekday opening (8am
to 8pm), and
• Saturdays and Sundays (8am to
6pm)
– All services available locally but not in
every GP practice
– Every patient’s notes available to GP
providing cover during extended hours
– Reducing likelihood of people needing to
go to hospital
– Making it easier for those who work or
have school age children to avoid
disrupting their working/school day
– Easier for families to attend with elderly
relatives
Telephone Consultations
25/06/2015 Bury GP Practices Ltd 65
Easy GP Projects (1)
Ensure that all patients who request
an appointment are offered the
option of a telephone consultation:
– Currently about 35% of practices offer
telephone consultation to patients
– We believe that such consultations can
be a better use of GP and patient time
– Patients are often capable of knowing
whether they need to see the clinician
face-to-face
– A higher proportion of telephone
consultations would release GP time and
reduce waiting times for appointments
1 2
66. Increased Online Access
Increase use of online services from
current 4% of patients to 60%+:
– Currently patients who register can make
appointments or re-order prescriptions
using online
– All practices in Bury are enabled for
online access
– Registration is a difficult process which is
not user friendly – we plan to change
this significantly and offer help to
patients to register and use online
services
– More services should be available to
patients over time including them having
access to their own health records and
the ability to ‘email’ their GP.
– Increasing registration will significantly
widen access
GP Comparison Website
25/06/2015 Bury GP Practices Ltd 66
Easy GP Projects (2)
Develop a “GP-Comparison” website
to enable patients to make better
choices about GP services:
– Current websites offer limited
information to patients
– This website would offer information in a
detailed and searchable form, modelled
on successful comparison-style sites
used elsewhere
– The website would enable patients to
search for staff availability, service
availability, staff expertise etc and would
show information for all relevant
practices in Bury
3 4
67. • The service model was developed collaboratively with input from member
practices.
• Defined a number of ‘design principles’ which influenced the nature of the
service:
– Service operates from 6:30pm – 8pm weekdays and 8am – 6pm on
weekends & Bank Hols
– Designed to provide up to 1,425 GP appointments per week outside of
core GP hours
– The service is delivered from 5 local GP practice locations
– All patients registered with a Bury GP are able to access appointments at
any of the five sites.
– All clinicians working in the service have read and write access to the
patient’s GP record.
– Delivered collaboratively by over 30 local GPs and up to 20 local
admin/support staff.
Designing the Bury EWH service
25/06/2015 Bury GP Practices Ltd 67
68. – Designed to be sustainable, both in terms of sharing the demand placed on
the GP workforce (no obligation on individual GPs) and meet the future
access needs of local patients.
– The main focus is currently to provide additional GP appointments to all
patients (focus of PMCF pilot)
– Appointments are accessed through the patients’ own practices as ‘an
extension’ of the primary care service offered by their GP practice
– Aims to use a consistent core staff base (preferably from within member
practices) to provide continuity and consistency in the service and to make
it a familiar experience for patients.
– Where possible, the service will be delivered through a member practice.
Where this is not possible, then the GP Federation will build its own in-
house capacity to deliver the service.
Designing the Bury EWH service
25/06/2015 Bury GP Practices Ltd 68
69. Establishing the EWH service
PROPOSED SESSIONS
& CLINICS
General Practice
consultations**
(Initial Priority)
Asthma clinics
Chronic obstructive
airways disease
clinics
Coronary heart
disease clinics
Diabetes clinics
Hypertension
Monitoring
Services? Capacity? Model?
25/06/2015 Bury GP Practices Ltd 69
70. Piloting at Scale - Learnings
PMCF
Learnings
Designing for sustainability
• The right system design will take time…..resist pressure to ‘just do’
• Design against a single, stable outcome….capacity? convenience? deflection?
Engaging practices to create ownership and commitment
• Expectation that answer is ‘pre-determined’ elsewhere
• Dispel myths that every practice/clinician has to offer extended hours
• ‘Target Capacity’ (best supported ‘guess’)…commissioners expect consensus
Integrating all initiatives/projects
• Aligned and contributing?……or risk losing scope/services
• New approaches probably means getting the infrastructure will be difficult
Contracting & performance managing
• Single system of ‘sub-contractors’……internal before external
• Expectations change from Pilot, through ‘Scaling’ to ‘Commissioned’
Evaluating the impact
• Many expectations……link to the ‘design’ outcome
• Data collection in Primary Care: Multiple, non-standardised sources of data
Implementing the services
• Dedicated resources & costs - scale not achieved through practice ‘spare capacity’
• Retain flexibility of the service & delivery pace as long as possible (mitigates risks)
• Using incentives to overcome initial inertia (…..linked back to outcome)
Developing the organisation & increasing capacity (as a Federated provider)
• Rapid development of organisation’s processes, capacity & capability
• Growth brings challenges for organisation’s sustainability (more revenue to support operating
costs, more costs to increase revenue)
Ghost (signpost) – current chapter title...
Bury GP Practices Ltd25/06/2015 70
71. 25/06/2015 Bury GP Practices Ltd 71
Success measures - EWH
EWH Appointments – Provision and Utilisation (to 24th May)
Explanations & Observations
• Increasing capacity in line with demand
• Impact of prescription printing
• Generally highly utilised
• Low DNA rates (normally)
• Patients - Weekdays & Weekends popular
• GPs – Weekday evenings less popular
…Patients prepared to travel
…Patients happy to see an unfamiliar GP
…Patients value evening & weekend access
72. 25/06/2015 Bury GP Practices Ltd 72
System impact and re-commissioning
Anecdotal evidence….Patient Exit Poll!!
PMCF system level evaluation of the pilot and impact
• Data linking issues,
• Isolating the cause & effect
• Source of sustainability funding
……….Patients want to see a GP (Challenge for Commissioners!)
73. 25/06/2015 Bury GP Practices Ltd 73
Implementing the service
Programme Budget
£3m (approx.)
EWH Project
£1.9m
EWH Implementation
£1.2m
EWH Operations
£0.7m
Programme Management
Public Engagement & Comms
Shared GP Records
Service Evaluation
Service Design
Operational set-up
and processes
Practice Engagement
74. Lessons Learned
This is hard work and takes time!
• Collaboration needs to be encouraged – can’t be demanded
• It takes time and effort to get things lined-up
• GP’s need to be free to engage as providers but
commissioners need to commission whole population service
• Patients want and value this service
25/06/2015 Bury GP Practices Ltd 74
75. Lessons Learned
NO PLAN SURVIVES FIRST CONTACT
WITH THE ENEMY
75
or your allies!
25/06/2015 Bury GP Practices Ltd
81. Abingdon Emergency Care Unit
• Opening times: 0800-2000, Mon-Fri; 0800-1600 w/e
• Exclusions: stroke, ?MI
• Referrals: From GPs, community nurses, ambulance
paramedics
• Facilities: 5 beds, max 72 hour stay
• Staff: GPs, nurses, HCAS, therapists, social workers
82. Abingdon Emergency Care Unit
Ongoing outcomes:
• 5000 patients seen in 2014, average age 89
• Typical diagnoses: heart failure, chest/bladder infections
• 65% discharged same day, 18% EMU admission, 17%
acute admission referral
• “Small decrease” in A/E admissions at John Radcliffe
Hospital
85. New roles for community pharmacy
Health promotion,
disease prevention
Managing long term
conditions
Medicines use reviews
Prescribing
86. HbA1c at the point of care
6.8
7
7.2
7.4
7.6
7.8
8
8.2
1 2 3 4 5 6 7 8 9
HbA1C%
June 2001 - November 2005
Family medicine clinic
Stark diabetes centre
P<0.001
P>0.19
Petersen JB et al, Diabetes care 2007 30 713-715
87. Self-monitoring of oral anticoagulation: a
systematic review and meta-analysis.
Significant reductions in:
Thromboembolic events
All cause mortality
Major haemorrhage
11/14 RCTs reported improved INR results
Heneghan C et al, Lancet 2006 367(9508); 404-411
88. Accessing POCT: Patients’ perspectives
Sounded like a very good idea and just right for people
like me who don’t want to be bothering the doctor or
nurse.
“You know the outcome immediately instead of waiting
for 7-10 days for the result.”
“Seemed a lot quicker than at the doctor’s surgery,
with less hanging around and less people queued
up. I would recommend it to anyone.”
89. Accessing POCT: Patients’ perspectives
“It doesn’t matter who I see. I have plenty of
confidence in my doctor and the pharmacist.”
“I was seen as soon as I arrived, given a seat and
attended to in private. What a good idea and a
super service.”
“Nice and warm, friendly staff.”
90. Accessing POCT: GPs perspective
Test % wanting to
use this test
% using this
test
Haemoglobin 72 16
HbA1c 61 17
CRP 61 15
Nose/throat swab 55 16
Quantitative hCG 53 17
Throat swab for Grp A staph. 53 6
INR 47 43
Howick J et al, BMJ Open 2014 ;4:e005611
91. Near patient testing – catalysing
new ways of working
HOMEHOME HIGH
STREET
HIGH
STREET
COMMUNITY
CARE CENTRE
COMMUNITY
CARE CENTRE
TREATMENT
CENTRE
TREATMENT
CENTRE
ACUTE
HOSPTIAL
ACUTE
HOSPTIAL
Drug Collection & Monitoring
LTC
* Remote Monitoring
* Nurse Care
* Sample Collection
Patient tests
Some medication
management
Pathology
LTC
Audiology etc.
Most Imaging
*supplemented by mobile
Blood testing
Physiological
Measurement
Simple treatments
LTC control centre
Some medication
management
Complex Imaging
*supplemented by mobile
Pathology
Medium/Complex
Treatment
Tertiary Care
OFFSITE
REPORTING &
LABS
OFFSITE
REPORTING &
LABS
Imaging Reporting
Automated
Primary Care Lab
Esoteric Labs
Opportunities for
consolidation
and VFM
93. NHS services, 7 days a week forum
• Less than 50% organisations provide diagnostic/
scientific services 7 days a week
• A better understanding is needed of how to
commission diagnostic and scientific services
• Providers should be required to demonstrate
how their diagnostic services support 7 day
working
December 2013
100. Connect: 21st Century Health & Social Care Informatics
Integrate: Integrated Digital Care Record linkage
Empower: Consistent, multi-channel public experience
Collaborate: Collective Health & Social Care Informatics
(HSCI) governance and delivery
Areas of work
101. Where did we start?
Not the most exciting place
GOVERNANCE
102. HSCI Programme
Proactive
Care
Planned Care Urgent CarePrevention
Integrate
Project
Board
Digital
Joint IG Group
Economy wide programme - Governance
Infrastructure
Practitioner
Reference
Group
3rd Sector General Practice
105. Connect
• Build on the Stockport network
‘logon anywhere’
• Standardise communications
systems – NHS Mail, Telephony etc
• Provide infrastructure to enable
mobile working
• Collaborate on intelligence
107. Personal Health & Care
Record
Integrated Care Record
C
o
n
s
e
n
t
Appointments
Repeat medications
Results
Secure messaging
Sign posting
Personal
measurements
Self-
Monitoring
Self-
management
Integrated
Care Plans
Flags and
alerts
Intelligence,
analytics
Multi-
agency data
Tele-health
data
Wider
geographical
links
Pathway level apps
General Practice 3rd Sector
Providers of care
Receivers of care
Stockport Health & Social Care Informatics –
Future state
Online portal
Intelligent
systems
Empowering
People
C
o
n
s
e
n
t
108. What does it look like: Community nurse information into the
Stockport Health & Care Record
Single sign on with patient trace through Emis Web
109. • Information Sharing Framework in place
• EPAC (Electronic Palliative Care) system live and in use
• Single Sign On to Acute portal 15/16
• GP detailed coded data and care plan information
• Community patient treatment schedules live
• Accessible across 2200 clinicians and practitioners and counting
Integrate : The Stockport Health & Care Record
111. • GPs Emis Web
• 73% population on Web
• Independent report and further engagement on single system
• Single solution for templates, protocols, record read & write, intelligence
• Out of Hours Emis Web EPR viewer
• Will give OOH full consultation notes and free text items
• Exploring moving to a full Emis Web client in 2016
• Community EPR
• Integrated Health & Social Care Hubs
Consolidating Clinical
Systems
73%
21%
6%
113. What will it mean for People • Reduce duplication, people
not repeating information
• Practitioners can access all
relevant information about a
person
• Find the at risk people using
combined data
• Empowered people accessing
and adding to their online
records to take control
• Transactions with services are
online
• Teams can work together
• Use apps and online content
to find local health & care
services and information
114. (Central Lancashire Health Economy)
Jane Kitchen – Transformation Manager, CCGs
Kate Burgess - Locality Commissioning Manager,
Lancashire County Council
Jo Blofeld - Patient & Public Involvement Lead,
Lancashire Care NHS FT
Step up Step Down – Discharge to
Assess and Trusted Assessor
NHS Improving Quality
and NHS England
115.
116. Central Lancashire Health and Social Care –
Whole System Transformation Programme
Step Up Step Down
Patient story
Jo Blofeld – Patient and Carer Experience Lead
117. Peter was in hospital for a few week then
transferred to Meadowfield.
He says “Meadowfields aim is to get you
ready for home and independent”., he’s was
away from home for 2 months and has been
home for 10days , when he sent his
thank you letter
Peter (80), an independent family man & retired school headmaster.
Peter was married for over 50years , however last year his wife
passed away . He lives alone , with family and friends close by
and sees most days
He has a history if Parkinson’s
disease, and admitted to hospital after
being found unconscious on the floor
by his son with ? Renal failure
Peters journey of care
Background 1
Meadowfield 2
• I could hardy walk when I arrived at Meadowfield, I arrived
in a wheel chair “what an experience that was”
• Shown how to get about with a walking frame, sit at a table
and get in and out of bed - all good techniques for going
home
• Had a home visit to see how I could cope alone at home
and what help I would need
• Involved in all plans and decisions about my care and what
care and support I would need at home
Departure 3
Peter can go home
When
Peter and his family decide
How
Day
Time
Lift
?PTS
Care
Package
Family made some
home adjustments
Emotional changes 4
• Adjusting to having a catheter permanently?
• People doing for me “ its like going back to a second child
hood”
• Meals being made for me
• Help with bathing and dressing
• Carers coming in throughout the day as well as ‘put
me to bed’! (8 or 9pm)
• Having to wave people in – I cant get up to my front door
Its taking time, but I’m getting back to living my independent life
again. My period of adjustment with a capital ‘A’… next steps
starting my hobbies again and going out with my friends and
family – Thank you everyone
CHESS
THERAPIST
DNs
118. To the staff at Meadowfield,
I wish to thank the staff at rehab Meadowfield for
the care and attention given over the last few
weeks.
The patience and attention to detail have to be
seen as well as experienced, when I arrived after
kidney failure. I could hardly stand up – now I feel
confident and able to readily lead a life suited to my
age
It has been a pleasure to be part of a constantly
changing atmosphere at Meadowfield and the staff
have shown great insight and practicality in helping
to cultivate a cheerful and pleasant life whilst
helping me pick up the threads of life again
Thank you Peter Fox
https://www.youtube.com/watch?v=QOR1oUbnJLM
121. Facilitated Workshop Session to discuss
NHS Improving Quality
and NHS England
1. Local Challenges and Barriers
2. What enablers or support is needed
to deliver 7 Day Services
Remember to complete your forms about
the type of support you would find useful
122. Jo James
Programme Lead, NHSIQ
Summary, Next Steps
and Close
NHS Improving Quality
and NHS England