This document summarizes emergency preparedness and response arrangements in the Pan-Avon region according to the Civil Contingencies Act 2004 and NHS Emergency Planning Guidance. It outlines the roles and responsibilities of various response teams like the Emergency Control Team, Health Management Team, and Health Incident Coordination Centre. It also discusses concepts in resilience like the disaster cycle and command and control structures. Finally, it notes further areas for progress like developing standard operating procedures and integrating scientific and technical advice arrangements.
LTC year of care commissioning early implementer sites workshop held on 1 December 2014. Featuring Dr Martin McShane, Rob Meaker and Renata Drinkwater.
PCNs are networks of general practices and other providers that will work together locally to provide coordinated care for their patients. PCNs must develop clinical and estates strategies to identify what services will be delivered and where. The strategies require understanding all current estate usage within the PCN and identifying available space to deliver expanded services. Technological solutions and better utilization of existing space can help address lack of capacity.
This document provides an overview of Manchester City Council's strategic goals to transform health and social care in Greater Manchester (GM) through 2025. It outlines a framework with 5 key areas: 1) Radically upgrading population health, 2) Transforming care in localities, 3) Standardizing acute hospital care, 4) Standardizing back office services, and 5) Enablers to support better care. It also discusses GM structures and performance, city deals, locality transformation funding, Lord Carter reviews, and enabling governance. The overall aim is to move GM from a cost center to a net contributor through a productive economy and efficient public services.
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:-
To better understand the role that the Fire and Rescue service can provide as a community asset to support health needs Enhancing the quality of life for people by supporting them to stay in their own home, even in a crisis
Just do it! - The sustainability of GS1 standardsGS1 UK
This document summarizes Lee Outhwaite's presentation on the sustainability of GS1 standards. The key points are:
1. Outhwaite discussed how GS1 standards can help the NHS achieve its goals for sustainability and transformation plans, improve access to care, maintain quality, and achieve financial balance.
2. Benefits of GS1 standards were highlighted, including increased patient safety by reducing errors, improved regulatory compliance, and greater financial control through efficient supply chain management.
3. Overcoming barriers to implementation was addressed, emphasizing the economic and safety benefits of GS1 standards and support available from various partners like NHS Improvement and suppliers.
The document discusses proposals to transform urgent and emergency care in England based on evidence from a review. It finds that emergency admissions have grown while A&E attendances have remained constant. The review envisions highly responsive urgent care outside hospitals and expertise and facilities concentrated in emergency centers. Key proposals include improving self-care information, clinical input to NHS 111, integrating pharmacies and ambulance services, and coordinating services through emergency care networks.
The document discusses plans for the Cheshire and Mersey Comprehensive Local Research Network (CLRN) and its transition to the North West Coast CLRN. It outlines objectives to double recruitment, increase commercial study participation, and reduce approval times. It also discusses merging over 100 networks into 15 Local Clinical Research Networks including the North West Coast CLRN covering Cheshire, Mersey, South Cumbria and Lancashire with an £18 million budget. The goal is to simplify structures while maximizing research delivery and protecting national priorities through close working with the Academic Health Science Network.
This presentation was made by Tom LING, Rand Europe, at the 5th Meeting of the joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held on 4-5 February 2016 at the OECD Conference Centre in Paris.
LTC year of care commissioning early implementer sites workshop held on 1 December 2014. Featuring Dr Martin McShane, Rob Meaker and Renata Drinkwater.
PCNs are networks of general practices and other providers that will work together locally to provide coordinated care for their patients. PCNs must develop clinical and estates strategies to identify what services will be delivered and where. The strategies require understanding all current estate usage within the PCN and identifying available space to deliver expanded services. Technological solutions and better utilization of existing space can help address lack of capacity.
This document provides an overview of Manchester City Council's strategic goals to transform health and social care in Greater Manchester (GM) through 2025. It outlines a framework with 5 key areas: 1) Radically upgrading population health, 2) Transforming care in localities, 3) Standardizing acute hospital care, 4) Standardizing back office services, and 5) Enablers to support better care. It also discusses GM structures and performance, city deals, locality transformation funding, Lord Carter reviews, and enabling governance. The overall aim is to move GM from a cost center to a net contributor through a productive economy and efficient public services.
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:-
To better understand the role that the Fire and Rescue service can provide as a community asset to support health needs Enhancing the quality of life for people by supporting them to stay in their own home, even in a crisis
Just do it! - The sustainability of GS1 standardsGS1 UK
This document summarizes Lee Outhwaite's presentation on the sustainability of GS1 standards. The key points are:
1. Outhwaite discussed how GS1 standards can help the NHS achieve its goals for sustainability and transformation plans, improve access to care, maintain quality, and achieve financial balance.
2. Benefits of GS1 standards were highlighted, including increased patient safety by reducing errors, improved regulatory compliance, and greater financial control through efficient supply chain management.
3. Overcoming barriers to implementation was addressed, emphasizing the economic and safety benefits of GS1 standards and support available from various partners like NHS Improvement and suppliers.
The document discusses proposals to transform urgent and emergency care in England based on evidence from a review. It finds that emergency admissions have grown while A&E attendances have remained constant. The review envisions highly responsive urgent care outside hospitals and expertise and facilities concentrated in emergency centers. Key proposals include improving self-care information, clinical input to NHS 111, integrating pharmacies and ambulance services, and coordinating services through emergency care networks.
The document discusses plans for the Cheshire and Mersey Comprehensive Local Research Network (CLRN) and its transition to the North West Coast CLRN. It outlines objectives to double recruitment, increase commercial study participation, and reduce approval times. It also discusses merging over 100 networks into 15 Local Clinical Research Networks including the North West Coast CLRN covering Cheshire, Mersey, South Cumbria and Lancashire with an £18 million budget. The goal is to simplify structures while maximizing research delivery and protecting national priorities through close working with the Academic Health Science Network.
This presentation was made by Tom LING, Rand Europe, at the 5th Meeting of the joint OECD DELSA/GOV Network on Fiscal Sustainability of Health Systems held on 4-5 February 2016 at the OECD Conference Centre in Paris.
This document provides an agenda and information for a workshop on proactive health coaching for the Long Term Conditions Year of Care Commissioning Early Implementer Sites. The workshop will include presentations on proactive health coaching from Health Navigator Ltd and case studies of patients who received proactive health coaching. One case study describes a female patient in her mid-60s with a history of syncope, anxiety, social isolation, and past sexual abuse who had 15 emergency department attendances and 10 hospital admissions in the past year. After 133 days in a proactive health coaching program, she has had only 2 emergency department attendances and no admissions. The coaching helped her recognize triggers for her syncope episodes and develop strategies to avoid stressful situations. A second
LTC Year of Care Commissioning Model
Lesley A Callow, Delivery Support Manager - Long Term Conditions Year of Care Commissioning Model
NHSIQ
Fionuala Bonnar, Year of Care Programme Manager
LTC Year of Care benefits:
Improved outcomes and wellbeing:
Patients receive care that is better managed, more seamless across different care services and more needs focused.
Reduction in acute admissions to hospital; and shorter lengths of stay when these are required.
Clinical professionals contribute to a more holistic service for patients by working within an integrated patient-centred care plan
Local health and Social Care economies:
Provide care that delivers value for money and is better managed by integrated teams.
Incentive to improve services for patients
Improved joint working and shared responsibility for outcomes
New Care Models - the story so far, pop up uni, 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
This document provides an overview and updates from a meeting of the HFH Acute Hospital Network. It discusses the HFH programme which supports end of life care in hospitals. It outlines the staff and structure of the HFH programme. It provides an update on activities including outreach, oversight with the HSE, and a feasibility study on enhancing bereavement care in Ireland. It discusses identifying priorities around developing standards, services mapping, and advocacy. The next steps include presenting findings at a bereavement care forum.
Sarah khan-for-web-improving-mhcc-conference-15 1209.10.153GDR
NHS England is committed to transforming mental health crisis care services in England. There are several policy drivers to improve crisis care, including the Crisis Care Concordat agreement. NHS England will invest in liaison psychiatry services in acute hospitals and plans to reduce the use of police cells as places of safety. The organization also aims to ensure mental health crisis care is integrated into the Urgent and Emergency Care Review. Additionally, NHS England will develop access and waiting time standards for crisis services through national quality improvement efforts.
The document discusses spreading innovation in health care through partnerships with various local organizations to improve health and generate economic growth. It lists the local partners that guide their innovation work, including provider trusts, commissioners, strategic clinical networks, universities, and others. It also discusses efforts to engage patients and the public, including recruiting patients to trial mobile health apps, launching ambassadors for atrial fibrillation, and forming patient representative groups.
Julie Henderson (Head of Analytical Services - HSCIC) presented with Shaun Rowark (Technical Analyst, Quality Standards - NICE) at the recent "Commissioning in Healthcare show (CiH 2015) ".
Areas covered include:
· NICE quality standards: These are concise sets of prioritised statements designed to drive measurable quality improvements within a particular area of health or care. Derived from the best available evidence, they can enable commissioners to be confident that the services they are purchasing are high quality, cost effective and focused on driving up quality.
· Real life examples of how quality standards are being used by commissioners, possible barriers to implementation and advice on how to overcome these
· Data available from the HSCIC and how to use these to support the commissioning process
Francesca is from Italy and speaks Italian. She provides details about Italy such as its location in Europe bordering several countries, its flag consisting of green, white and red colors, and its currency being the euro. Some notable cities in Italy mentioned include Rome as the capital, as well as Pisa known for the leaning Tower of Pisa, and Venice which has canals and is navigated by boats called gondolas. Typical foods of Italy that are highlighted are pizza and pasta.
Workshop on understanding safety risk management systemBasuu Anindyadeb
This document provides information about a safety coordinator training event taking place on July 12th and 13th. It lists the key learning outcomes, who should attend, registration details including fees, accommodation options and payment methods. It also provides contact information for registering for the event.
The role of local government in emergency response 090107Dominic Mellon
The document discusses the role of local governments in emergency response. It outlines seven duties of local authorities under the Civil Contingencies Act 2004, including cooperating with other emergency responders, assessing risks, emergency planning, business continuity management, warning and informing the public, and promoting business continuity. It also describes how the local authority helps coordinate emergency response through its civil protection unit and works to continuously improve response efforts through lessons learned.
5 ways outsourced order fulfillment can benefit your businessShipwire
5 Ways outsourced order fulfillment can benefit your business.
Order fulfillment outsourcing makes growing globally easier.
You’ve learned from experience as a growing business that initial logistics woes are manageable at the beginning. As your brand grows and sales increase, you may find yourself scaling your business to meet global demands.
Most small sellers and startup businesses just don’t have the expertise to get effective carrier rates, employ the necessary staff to manage a warehouse or have the know- how for the numerous shipping restrictions, taxes, customs each country has. Using outsourcing shipping tactics from Fortune 500 companies is beneficial so you can spend more time channelling your efforts to your strengths: sales.
Here we explore the 5 ways your business can benefit from outsourcing your warehousing and shipping.
Nowadays we are talking a lot about collaborative workspace and the less importance of having a formal office to develop good group work. This is an example of that. Lego Made for Kids was my first Hyper Island task that 80% was made with online meetings and follow ups.For the first part of the project the group was spread around 3 different continentes and 6 different countries.
With the help of free tools and google Docs and Skype I realized that being physically at the same place can help, but the most important thing was actually feeling part of the group. Having everyone at the same page, agreeing with our rules, happy with our culture and working for a common gol everyone agreed with was what made this project so great.
Hope you guys enjoy as much as I liked the experience.
Commissioning Integrated models of care
Kent LTC Year of Care Commissioning Early Implementer Site
Alison Davis, Integration Programme Health and Social Care, Working on behalf of Kent County Council and South Kent Coast and Thanet CCG's
This document provides an agenda and information for a workshop on proactive health coaching for the Long Term Conditions Year of Care Commissioning Early Implementer Sites. The workshop will include presentations on proactive health coaching from Health Navigator Ltd and case studies of patients who received proactive health coaching. One case study describes a female patient in her mid-60s with a history of syncope, anxiety, social isolation, and past sexual abuse who had 15 emergency department attendances and 10 hospital admissions in the past year. After 133 days in a proactive health coaching program, she has had only 2 emergency department attendances and no admissions. The coaching helped her recognize triggers for her syncope episodes and develop strategies to avoid stressful situations. A second
LTC Year of Care Commissioning Model
Lesley A Callow, Delivery Support Manager - Long Term Conditions Year of Care Commissioning Model
NHSIQ
Fionuala Bonnar, Year of Care Programme Manager
LTC Year of Care benefits:
Improved outcomes and wellbeing:
Patients receive care that is better managed, more seamless across different care services and more needs focused.
Reduction in acute admissions to hospital; and shorter lengths of stay when these are required.
Clinical professionals contribute to a more holistic service for patients by working within an integrated patient-centred care plan
Local health and Social Care economies:
Provide care that delivers value for money and is better managed by integrated teams.
Incentive to improve services for patients
Improved joint working and shared responsibility for outcomes
New Care Models - the story so far, pop up uni, 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
This document provides an overview and updates from a meeting of the HFH Acute Hospital Network. It discusses the HFH programme which supports end of life care in hospitals. It outlines the staff and structure of the HFH programme. It provides an update on activities including outreach, oversight with the HSE, and a feasibility study on enhancing bereavement care in Ireland. It discusses identifying priorities around developing standards, services mapping, and advocacy. The next steps include presenting findings at a bereavement care forum.
Sarah khan-for-web-improving-mhcc-conference-15 1209.10.153GDR
NHS England is committed to transforming mental health crisis care services in England. There are several policy drivers to improve crisis care, including the Crisis Care Concordat agreement. NHS England will invest in liaison psychiatry services in acute hospitals and plans to reduce the use of police cells as places of safety. The organization also aims to ensure mental health crisis care is integrated into the Urgent and Emergency Care Review. Additionally, NHS England will develop access and waiting time standards for crisis services through national quality improvement efforts.
The document discusses spreading innovation in health care through partnerships with various local organizations to improve health and generate economic growth. It lists the local partners that guide their innovation work, including provider trusts, commissioners, strategic clinical networks, universities, and others. It also discusses efforts to engage patients and the public, including recruiting patients to trial mobile health apps, launching ambassadors for atrial fibrillation, and forming patient representative groups.
Julie Henderson (Head of Analytical Services - HSCIC) presented with Shaun Rowark (Technical Analyst, Quality Standards - NICE) at the recent "Commissioning in Healthcare show (CiH 2015) ".
Areas covered include:
· NICE quality standards: These are concise sets of prioritised statements designed to drive measurable quality improvements within a particular area of health or care. Derived from the best available evidence, they can enable commissioners to be confident that the services they are purchasing are high quality, cost effective and focused on driving up quality.
· Real life examples of how quality standards are being used by commissioners, possible barriers to implementation and advice on how to overcome these
· Data available from the HSCIC and how to use these to support the commissioning process
Francesca is from Italy and speaks Italian. She provides details about Italy such as its location in Europe bordering several countries, its flag consisting of green, white and red colors, and its currency being the euro. Some notable cities in Italy mentioned include Rome as the capital, as well as Pisa known for the leaning Tower of Pisa, and Venice which has canals and is navigated by boats called gondolas. Typical foods of Italy that are highlighted are pizza and pasta.
Workshop on understanding safety risk management systemBasuu Anindyadeb
This document provides information about a safety coordinator training event taking place on July 12th and 13th. It lists the key learning outcomes, who should attend, registration details including fees, accommodation options and payment methods. It also provides contact information for registering for the event.
The role of local government in emergency response 090107Dominic Mellon
The document discusses the role of local governments in emergency response. It outlines seven duties of local authorities under the Civil Contingencies Act 2004, including cooperating with other emergency responders, assessing risks, emergency planning, business continuity management, warning and informing the public, and promoting business continuity. It also describes how the local authority helps coordinate emergency response through its civil protection unit and works to continuously improve response efforts through lessons learned.
5 ways outsourced order fulfillment can benefit your businessShipwire
5 Ways outsourced order fulfillment can benefit your business.
Order fulfillment outsourcing makes growing globally easier.
You’ve learned from experience as a growing business that initial logistics woes are manageable at the beginning. As your brand grows and sales increase, you may find yourself scaling your business to meet global demands.
Most small sellers and startup businesses just don’t have the expertise to get effective carrier rates, employ the necessary staff to manage a warehouse or have the know- how for the numerous shipping restrictions, taxes, customs each country has. Using outsourcing shipping tactics from Fortune 500 companies is beneficial so you can spend more time channelling your efforts to your strengths: sales.
Here we explore the 5 ways your business can benefit from outsourcing your warehousing and shipping.
Nowadays we are talking a lot about collaborative workspace and the less importance of having a formal office to develop good group work. This is an example of that. Lego Made for Kids was my first Hyper Island task that 80% was made with online meetings and follow ups.For the first part of the project the group was spread around 3 different continentes and 6 different countries.
With the help of free tools and google Docs and Skype I realized that being physically at the same place can help, but the most important thing was actually feeling part of the group. Having everyone at the same page, agreeing with our rules, happy with our culture and working for a common gol everyone agreed with was what made this project so great.
Hope you guys enjoy as much as I liked the experience.
Commissioning Integrated models of care
Kent LTC Year of Care Commissioning Early Implementer Site
Alison Davis, Integration Programme Health and Social Care, Working on behalf of Kent County Council and South Kent Coast and Thanet CCG's
This document summarizes reforms to emergency management in Victoria following major disasters. Two key reviews identified issues with coordination, leadership, and policy. This led to new emergency management legislation, structures, and plans. The reforms established Emergency Management Victoria, the Emergency Management Commissioner, and the Inspector-General for Emergency Management to provide centralized governance and oversight of emergency preparedness, response, and recovery. The Inspector-General is tasked with providing assurance of emergency management arrangements and fostering continuous improvement.
Professor Kamlesh Khunti - Introduction to CLAHRC East MidlandsCLAHRC-NDL
Professor Kamlesh Khunti, Director of NIHR CLAHRC East Midlands - Introductory presentation given at CLAHRC East Midlands launch event, 14 February 2014, Loughborough.
1. Final presentation SHWS2 Dr Samir Adhikari NEPAL.pdfNirmalPoudel4
This document summarizes Nepal's efforts to strengthen the role of hospitals in multi-hazard emergency response plans. It outlines Nepal's establishment of hospital networks and improvements made post-earthquake in 2015, including structural assessments, emergency stockpiles, and trainings. It describes hospitals' involvement in COVID-19 response, such as designating COVID hospitals, strengthening capacity through assessments, guidelines and trainings. Challenges discussed include coordination between government levels, sub-optimal ICP capacity, and information management systems. The way forward emphasizes continuing structural mitigation, and updating plans based on COVID-19 lessons learned.
Leo Kearns, National Lead for Transformation and Change, Health Service Execu...Investnet
This document summarizes Leo Kearns' presentation on reforming the Irish health service. It discusses the need to address underfunding, establish clear lines of responsibility and accountability through hospital groups and community healthcare organizations, and move toward more integrated patient-centered models of care. It also outlines several reform programs and challenges to implementing wide-scale reforms across the health system.
The document discusses Wales' "Once for Wales Approach" to healthcare, which emphasizes integration and avoiding duplication across health organizations. As part of this approach, the NHS Wales Informatics Service was established in 2010 to develop and support health and care technology used throughout Wales. The key advantages discussed are developing standardized clinical systems as a single solution, enabling seamless patient and staff movement via common clinical records, establishing common training standards, and achieving greater cost efficiencies through standardization. Potential disadvantages include the long time needed for a phased rollout of new systems nationwide, significant training demands, and ensuring robust contingency plans for any system failures.
This document discusses the development of quality indicators for skin care and wound management in the UK, focusing on pressure ulcers. It describes how pressure ulcers were identified as a quality indicator in the 1990s but saw limited progress until more recent frameworks like CQUIN that financially incentivized hospitals to meet targets for reducing pressure ulcers. This led to debates around avoidable vs unavoidable ulcers and assessments of root causes. Tissue viability nurses collaborated on a consensus document to standardize reporting and definitions across organizations.
The document discusses the drivers for change in developing appropriate business models for NHS hospitals in the new environment created by healthcare reforms in the UK. It outlines four key drivers: 1) Reforming the national healthcare system; 2) Constraints on financial resources requiring more efficient care; 3) Advances in medicine enabling more home-based care; and 4) A need to manage the entire healthcare system rather than individual organizations. Hospital leadership must understand these changes and work to develop new business models focused on specific services rather than trying to provide all care for all people. Public engagement will be crucial to explaining and gaining acceptance for the necessary changes.
The document discusses the current high demand for urgent and emergency care services in the UK healthcare system. It notes there are over 100 million calls or visits to urgent and emergency services annually, placing strain on the system. It proposes developing community-based integrated care as an alternative to reducing pressure on hospitals. This would involve coordinating various services like general practice, nursing, social care, and hospitals to provide more coordinated care outside of the hospital setting. It also discusses challenges in implementing such a system, like payment reforms, information sharing across organizations, establishing measures of an integrated system, and shifting some workforce skills to this new model of care.
Judith Smith: Priority setting in the reformed NHSNuffield Trust
The document discusses the challenges of priority setting in the reformed NHS. It notes the current financial context of flat funding and rising costs and demand. It outlines the key proposals in the Health and Social Care Bill, including greater clinical commissioning and competition. However, it argues that priority setting will be difficult for new clinical commissioning groups given their inexperience and need to make hard funding choices. It identifies several critical issues that will need to be addressed, including the roles of the NHS Commissioning Board, local authorities, competition policy, and ensuring priority setting considers the whole health budget.
The document discusses the formation of a new regional emergency health services network called the Southwest Emergency Systems Network (SESN). SESN was created to replace the previous Southwest EHS Regional Committee to better coordinate emergency services across the region. SESN will be responsible for enhancing emergency healthcare, ensuring optimal care delivery and accessibility, and integrating services across the broader health system in the Southwest region of Ontario. Recent activities discussed include presentations on telehealth services, the regional trauma system, emergency preparedness, and non-emergency ambulance transfers.
Slides from the Strategic Clinical Network, Cardiovascular Disease Network meeting on 16 January 2015.
The event was run by the Living Longer Lives programme and covers the work we’re doing to implement the Department of Health’s CVD Outcomes strategy, including improving the physical health of people with serious mental illness, supporting the NHS Health Check programme and the GRASP suite of audit tools.
The document summarizes the vision for integrating Chelsea & Westminster Hospital NHS Foundation Trust and West Middlesex University Hospital NHS Trust to create a larger healthcare provider and teaching hospital. Key points include:
- The new organization would have over 1,000 beds and £500 million in revenue, becoming one of the largest providers in London.
- West Middlesex would focus on elective care and lower complexity services while Chelsea & Westminster would focus on specialist tertiary care.
- The integration is intended to improve quality, access, staff opportunities, and financial sustainability through increased scale and efficiencies.
- Consultation is underway and the goal is to establish the new organization in July 2015 pending regulatory approvals.
This document provides information about organizing and managing a Hospital Command Center (HCC) in New York State. It discusses setting up an HCC, including activation criteria and levels. The course objectives are to enhance knowledge of operating an HCC for pre-planned or no-notice events and improve multi-department coordination. Key topics covered include HCC basics, staffing and organization, incident management, multi-agency coordination, and developing job aids for HCC functions. The overall goal is to increase hospital resiliency through enhanced HCC planning and operation.
The document discusses the Emergency Care Summary (ECS) system in Scotland. [1] The ECS extracts patient data like allergies, medications, and consent status from GP systems twice daily and makes it available to emergency departments and out-of-hours clinicians. [2] Over 5.4 million patient records are extracted, with very few opt-outs, and over 4.7 million accesses have occurred. [3] The system is being expanded to include palliative care summaries and a pilot with the Scottish Ambulance Service. Evaluations show the ECS improves patient safety and care by providing accurate medication and allergy information.
Joined up commissioning and collaboration between health and social care ( ca...Lynne Bowers
This document provides guidance on joined-up commissioning and collaboration between health and social care for the Enhanced Health in Care Homes (EHCH) care model. It describes vanguard service models that demonstrate collaborative commissioning approaches, including a Joint Intelligence Group in Sutton that shares data and intelligence across organizations, joint contracting between a CCG and local authority in Nottingham, and an alliance contract for multiple providers in Wakefield. The benefits of collaborative commissioning are also outlined, such as improved care quality for residents, decreased staff turnover for providers, and more streamlined processes for commissioners through shared intelligence approaches.
Commissioning for outcomes,
Wednesday 21 January 2015 - 13.00 to 13.45
Hosted by Bob Ricketts CBE, Director of Commissioning Support Services and Market Development for NHS England.
NHS England and partners have published six Quick Guides to bring clarity on how best to work with the care sector. They can be accessed at www.nhs.uk/quickguides
Want to find out how the care sector can support local systems in the run up to winter? Want to break down barriers between health and care organisations? Want to find out how Leicester has achieved a 60% reduction in care home admission costs? Want to finally break down the myths around sharing patient information and assessments? Want to use other people's ideas and resources?
Webinar outcomes:
Introduction to the care homes quick guides
Two examples of models referenced in the guides:
- Angela Dempsey, Baker Tilly on the Quest4care tool
- Dawn Moody on MDT working and a model implemented in a CCG
Guest Speakers: Nicola Spencer and Emily Carter - NHS England
Transforming Health and Social Care in KentKentEstates
The document provides an update on the Kent and Medway Sustainability and Transformation Partnership (STP). It summarizes the case for change including financial pressures, workforce issues, and population growth/aging. It outlines the STP's four themes of care transformation: local care, hospital transformation, mental health, and prevention. It also discusses enablers like workforce, digital, and estates strategies. The financial plan brings the system close to balancing the budget by 2020/21 through care transformation savings and provider productivity gains. Governance arrangements have been strengthened to accelerate decision-making and delivery across the STP.
Similar to The pan avon response (hicc) 270607 (20)
This document discusses strategic leadership during crises. It outlines the stress and pressure of responding to emergencies with limited information. Successful response teams have the right members in place, clear decision making, timely communication, and the authority to act. Leaders must be aware of risks like pandemics, flooding, and terrorism by understanding national, regional, and local risk registers. Command and control is handled at the local level but can escalate to higher strategic levels depending on the incident's scope and impacts. The document also provides definitions for different response levels and indicators for when an incident requires escalated coordination and management.
Presentation for workshop on the best use of technologyDominic Mellon
This document outlines a structured debriefing workshop for specialty registrars and educational supervisors on the best use of technology. It introduces structured debriefing methodology and provides an overview of the workshop agenda. The workshop aims to consider availability and use of information technology in the public health training program. A mind map shows various technologies discussed, such as hardware, software, internet and networking tools. Prompt questions guide sharing of experiences and ideas for improving IT provisions. The workshop concludes with a summary of key themes and next steps.
The document discusses the implications of NHS reconfiguration for emergency preparedness. Key areas that will be impacted include geographic and demographic issues, emergency plans and arrangements, communications and liaison, and personnel, funding and resources. NHS reconfiguration involves rationalizing services across new administrative boundaries, which could impact emergency response if mutual aid arrangements and lines of communication are not clearly established between the new organizations.
The document outlines the roles and responsibilities of environmental health officers (EHOs) in responding to civil emergencies. It discusses the Civil Contingencies Act 2004, which establishes statutory duties for local authorities. As a Category One responder, the council is required to undertake duties including risk assessment, emergency planning, and cooperation. Risk assessment identifies pandemic influenza, major pollution incidents, and flooding as high priorities. The document details specific EHO roles in responding to these events, such as advising on health risks, monitoring the environment, and assisting residents after flooding.
This document outlines the roles and responsibilities of various organizations in the UK NHS for emergency response. It describes the command structure and how different levels from national to local coordinate response. Key organizations discussed include Strategic Health Authorities, Primary Care Trusts, Acute Trusts, Ambulance Services, Hazardous Area Response Teams, NHS Blood and Transplant, and Scientific and Technical Advice Cells. The document also notes recent NHS reorganization and changes to roles.
The local authority is required to review the offsite emergency plan for the Barry Chemical Complex every three years. A new emergency planning unit was established to lead the review process. The review involves preliminary meetings, risk assessment, examining activation procedures, using GIS mapping, reviewing response actions, and conducting public and stakeholder consultations. The goal is to improve the plan based on lessons learned from past incidents and changes to regulations and operations.
Three cases of PVL-associated Staphylococcus aureus infection were investigated. The cases involved three students living in separate locations around Bath. An initial review found the cases were not linked on the HPZone system. Further investigation revealed the cases may have been indirectly transmitted. Relying solely on HPZone has limitations, as student housing arrangements and indirect transmission can complicate linking cases. Getting out of the office to understand local situations was determined to be important.
The role of local government in emergency response 090107Dominic Mellon
The document discusses the role of local governments in emergency response. It outlines seven duties of local authorities under the Civil Contingencies Act 2004, including cooperating with other emergency responders, sharing risk information, conducting risk assessments, developing emergency plans, promoting business continuity management, warning and informing the public, and promoting BCM among local businesses. It also describes how the local authority establishes a civil protection unit to fulfill these duties and coordinate emergency response efforts at the local level on a 24/7 basis through the year.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
2. Presentation Aims & Objectives
• Consider duties under the Civil Contingencies Act 2004
• Consider the implications of the NHS Emergency
Planning Guidance 2005
• Revisit some basic concepts of resilience
• Examine preparedness and response arrangements
• Compare the roles of the ECT and HMT
• Discuss the mechanisms for providing public health
advice
3. Civil Contingencies Act 2004
• Civil Contingencies Bill received royal assent in 2004
• Creates a framework for resilience in the UK
• Defines an emergency
• Categorises responding agencies
• Places duties on responding agencies
• Monitoring of implementation remains with existing
arrangements
• Enabled The Civil Contingencies Act 2004 (Contingency
Planning) Regulations 2005
• Substantial statutory and non-statutory guidance
4. CCA Duties
Seven duties placed on responding agencies:
• Cooperation
• Information Sharing
• Risk Assessment
• Emergency Planning
• Business Continuity Management
• Warning and Informing The Public
• Business Continuity Promotion (Local Authorities)
5. NHS Emergency Planning
Guidance
• Emphasises the ‘all hazards’ approach to emergency
preparedness
• Provides a framework by which NHS Trusts can
implement the requirements of the CCA and associated
regulations and guidance
• Introduces the elements of Command, Control &
Coordination and the framework of the health response
• Sets roles and responsibilities for healthcare
organisations
6. Concepts in Resilience 1:
The Disaster Cycle
Response
Anticipation
Assessment
Recovery
Prevention
Preparation
10. PCT Emergency Control Team
“The Emergency Control Team is a nominated group of PCT personnel
consisting whose role is to set up, manage and run the PCT Local
Control centre (LCC) either as ‘Lead’ or as ‘Support’.”
Membership:
• Emergency Control Team Leader (On-call Director)
• Emergency Coordinator (Head of Corporate Services)
• Community Nursing Coordinator (Head / Director of Nursing)
• Medical Director (Chair / Vice Chair of Executive Committee)
• Media Coordinator (Member of Communications Team)
11. The Local Control Centre (LCC)
“The LCC will serve as the focal point for all liaison,
coordination and control matters.”
Location: Board Room, Waverley House, Clevedon
12. Health Management Team
Membership:
• Ambulance Trust Executive Liaison Officer
• Acute Trust Executive Liaison Officer
• Primary Care Trust Executive Liaison Officer
• Administrative Support
• Strategic Health Authority Liaison Officer
13. Health Incident Coordination
Centre (HICC)
“The Health Incident Co-ordination Centre (HICC) will be the
focus of the co-ordination of a service wide response on a
pan-Avon basis. Whenever necessary, in response to a
real or potential for a significant increase in demand for
NHS services a HICC may be established.”
Location: Acuma House, Almondsbury
15. Activating the HICC
Activated as a result of:
• Declaration of major incident requiring coordinated health
response
• Notification of a ‘rising-tide’ incident
Decision to activate HICC should be taken by the ECT lead
16. Utilising the HICC
• Centralised collation of bed-state information across Avon
• Centralised coordination of patient admissions, transfers
and discharges
• Determining admissions policies
• Central coordination of liaison arrangements
• Coordination of mutual aid arrangements
• Resource monitoring and allocation
17. STAC
• Need for public health advice for SCG
• Previous arrangements for JHAC/HAT/HAG
• STAC Guidance issued by Cabinet Office June 2007
• Retrospectively active
• LRF responsible for developing arranements
• Draft to be submitted to the Avon Health Sub-Group
• Approval/adoption required by the LRF
18. Further Progress
• Development of Standard Operating Procedures
• Development of Health Management Team (HMT) and
support staff action cards
• Additional training for HMT and support staff
• Installation of resilient satellite telecommunications
system
• Identification of fallback facility
• Integrate STAC arrangements with HICC
• Develop continuity arrangements
• Incident Command Systems and GIS
Welcome “ Good morning and welcome to the Avon Room at Acuma House – for this morning… The HICC.” Housekeeping Fire safety information: drills, alarms and escape routes etc. Introductions Who I am: Dominic Mellon What I have done: Senior Civil Protection Officer for the Vale of Glamorgan Council Resilience Officer for Solihull MBC Researcher for Scottish Executive Capabilities Mapping Project Graduate – Development & Health in Disaster Management What I do now – role of the PCT EPA (three main aspects): Liaison With PCTs and other health sector organisations With LRF and multi-agency partners Coordination Avon wide PCT emergency preparedness issues Representation PCTs are category one responders – Bristol is lead for EP EPA represents the lead PCT representing the local health community Interaction Do any of the directors need to introduce themselves? Has anyone had any emergency planning training either in their current role or a previous position? Who has had previous experience of handling or managing major incidents? A word on acronyms – like many other arenas, civil protection uses a plethora of acronyms and abbreviation, perhaps only less than the police and the military – I will endeavour to use them as sparingly as possible, but please stop me if I forget!
“ Duties under the Civil Contingencies Act 2004” Basic question: what is the level of familiarity with the Act? “ Implications of the NHS Emergency Planning Guidance” Basic question: what is the level of familiarity with the NHS EP Guidance 2005/Operational Doctrine 1998 “ Basic concepts of resilience” Hopefully everyone will be familiar with the concepts of command and control and the GOLD/SILVER/BRONZE system? Basic question: has anyone heard of the terms ‘Integrated Emergency Management’ or the ‘Disaster Cycle’? “ Emergency preparedness and response arrangements” Directors should already be familiar with the plan and so the response arrangements. May be less familiar with the ‘preparedness arrangements, for which I have prepared a complex and hard to read diagram! “ Roles of the Emergency Coordination Team and Health Management Team” Again, directors should already be familiar with the ECT & HMT as the arrangements are detailed in emergency plans. “ Mechanisms for providing public health advice” Previously known as JHAC (Joint Health Advisory Cell), HAG (Health Advisory Group) and HAT (Health Advisory Team). Current guidance is for the STAC (Science and Technical Advisory Cell) – which is what we will look at today. If there is time we may cover the role of multi-agency GOLD and how this interfaces with the HMT and STAC.
Civil Contingencies Bill Civil Contingencies Act receives royal assent in ‘04 after a lengthy stakeholder consultation with the emergency services, statutory authorities and supporting agencies. Framework First time that UK has had a legislative framework for civil protection and emphasises the integrated emergency management model and a focus on consequence management and the combined response. Defines an emergency as: • an event or situation which threatens serious damage to human welfare; • an event or situation which threatens serious damage to the environment; or • war, or terrorism, which threatens serious damage to security. Health sector still likes to refer to major emergencies as major incidents which were defined in the previous Home Office guidance as: "Any occurrence which presents a serious threat to the health of the community, disruption to the service, or causes [or is likely to cause] such numbers or types of casualties as to require special arrangements to be implemented by hospitals, ambulance services or health authorities." However the two terms are largely interchangeable although the CCA definition of emergency represents the paradigm shift towards multi-agency Civil Protection with a consequence management slant, than Emergency Planning focussing on the responding agency. Categorises Responding Agencies & Places Duties on Responding Agencies (click twice) The act categorises responding agencies based on their role during the emergency response. PCTs, Acute Trusts, Ambulance Service Trusts and the HPA are all Category One responders and subject to the full range of civil protection duties under the Act – see next slide. Monitoring Arrangements The CCA does not specify any special monitoring arrangements to ensure legislative compliance and suggests instead that organisations use their existing frameworks. As you will be aware, this falls under the ‘Standards for Better Health’ programme and emergency preparedness is assessed under Core Standard 24. Enabling Act As an enabling act the CCA has spawned the Civil Contingencies Act 2004 (Contingencies Planning) Regulations 2005, which have in turn generated a host of statutory and non-statutory guidance – all of which can be found on the UK Resilience website hosted by the Cabinet Office Civil Contingencies Secretariat (CCS).
Cooperation: focuses on the multi-agency nature of the framework and encourages responder to work together, rather than preparing for and responding to emergencies in ‘silos’. Information Sharing: requires agencies to share information which may be required for preparedness activities. Risk Assessment: Recognises that effective planning must be based on a sound risk assessment methodology – the guidance suggests the use of the ANZ standard. Emergency Planning: Whilst it is clear that emergency planning is not the be all and end all of resilience, it is clearly an integral part. Business Continuity Management: Not only a license for consultants to print money, but aims to ensure that responders can undertake an effective response without being compromised by the innate disruptive effects of the emergency situation and the response activities. BS 25999-1&2? Warning & Informing the Public : Includes making the public aware of risks in the area which may cause and emergency and their effects; also includes alerting the public to an emergency situation before or as it develops and infoming them of the appropriate action they should take. Recent informal guidance issued by the Cabinet Office… Local Resilience Forum: Explain
Disaster Cycle model Describe the cycle! Widely used in disaster studies. Not to scale – no fixed timelines and phases may overlap. Highlights the activities in integrated emergency management.
Health Emergency Preparedness The first of two complex diagrams you may struggle to see! Diagram demonstrates the relationships between various ‘official’ and ‘unofficial’ working groups within the LRF structure. Explain the diagram!
Health Emergency Response The second of the two complex diagrams. Explain the diagram! Clarify: Where does the HMT/HICC sit in this diagram? Is the model subjective? SWFRS etc. Dirty GOLD/Shiny SILVER?
PCT Emergency Control Team This information will be familiar – lifted directly from the North Somerset Emergency Plan. Person count = 5 Resilience in personel? How can a long term response be sustained?
Local Control Centre (LCC) Established in the board room at Waverley house according to the operational plan. Maintained by the PCT. Facilities? Sky news Email, fax, web etc. Incident management software GIS?
Health Management Team (HMT) Searched high and low but no snappy quote – activities described under the functions of the HICC NB: The executive liaison officers will be nominated by the lead officers from each of the trusts. SHA rep will attend if requested or SHA feels appropriate depending on the scale and the nature of the emergency. Person count = 1 Total = 6
Health Incident Coordination Centre (HICC) Now we get to where we are. Snappy tagline is taken from the HICC appendix to the Avon PCTs Strategic Emergency Plan. Next few slides will go in to more detail about the venue itself, the facilities available and the role of the HICC and the HMT who staff it. Facilities? Sky news! Wireless networks 4 laptops Dedicated phone lines Fax Satellite communications Bed state board Staff welfare facilities Ease of access! Proximity to ambulance control 24 hour access Backup power supply Needs: GIS/IMS
Describe the pictures briefly!
Standard operating procedures for opening the HICC and setting up the room are basic and need developing.
Utilising the HICC What are the primary functions of the HICC? Technological fixes for data sharing problems. Incident management system?
This will form part of the overall training programme which is going to be developed shortly.