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Recent Posts
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Tag Archives: Barriers to Engagement
More on Organisational Approaches to Quality Improvement (Health Foundation / BMJ)
Summary The Health Foundation’s report investigates lessons derived from sponsoring and evaluating quality improvement, whether at team, organisation and / or system levels. Case studies covering three NHS trusts in England with a CQC rating of “Outstanding” and which implemented … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Health Foundation, Integrated Care, National, NHS, Person-Centred Care, Quick Insights, UK, Universal Interest
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Tagged AQuA’s QI Maturity Matrix, Barriers to Engagement, Barriers to Involvement, BMJ, BMJ Publishing Group Ltd, British Medical Journal (BMJ), Chamberlain’s QI Building Blocks Framework, Co-production in Quality Improvement, Compassionate Care, Compassionate Inclusive and Effective Leaders, Compassionate Leadership, Compassionate Leadership and Innovation, Compassionate Leadership: Cultural Elements, Culture and Environment, Culture of Compassionate Care, Delivering Safe and Compassionate Care, Department of Applied Health Research: University College London (UCL), East London NHS Foundation Trust, East London NHS Foundation Trust (ELFT), East London NHS Foundation Trust (QI), ELFT QI Method, Enablers of Organisational Improvement, GenerationQ, Getting It Right First Time (GIRFT), Health Foundation's Quality Improvement Reports, Improving Patient Safety, Infrastructure and Resources, Innovative Leadership, Intermountain Healthcare Delivery Institute, Intrinsic Motivation, Involvement and Participation, Jönköping County Council, Jönköping County Council: Sweden, Jönköping County Council’s QI Programme (Sweden), Johns Hopkins Medicine, Kaizen, Leaders Comfortable With More Autonomy at All Levels, Leadership, Leadership and Culture, Leadership and Governance, Leadership for Improvement Board Development Programme, Leadership Style, Lean and Quality Improvement, Lean Programme, Learning Culture, Learning-Based Approaches, Macro Meso and Micro Contributions to Quality Improvement, Macro Meso and Micro Contributions to Quality of Healthcare, Maximising Health Outcomes, Minimising NHS Costs, NHS Challenges and New Solutions, NHS Culture, NHS Culture Change, NHS Efficiency Savings, NHS Partnership with Virginia Mason Institute, Northumbria Healthcare NHS Foundation Trust, Open Culture, ORCA Tool, Organisation-Wide Approaches to Quality Improvement, Organisational Barriers to Improvement, Organisational Improvement, ORIC Measure, Outstanding Care, Overcoming Challenges to Improving Quality, Overcoming Inertia, Patient Safety, Patient-Centred Culture, People-Driven Approaches to Change, Positive Culture, Positive Inclusion and Participation, Problem-Solving and Innovation, QI Culture, QI: Quality Improvement, QSIR, Quality Improvement, Quality Improvement Approaches, Quality Improvement Culture, Quality Improvement Resources, Quality Service Improvement and Redesign (QSIR) Programmes, Redesigning Care Pathways, Redesigning Services, Reducing Waste in the NHS, Research Culture, Respect for Autonomy, Return on Investment From QI, RUBIS.Qi, Sheffield Teaching Hospitals NHS Foundation Trust: Microsystems Coaching Academy, Skills and Workforce, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Staff Motivation, Tackling Barriers to Innovation, Thedacare Accountable Care, Transformative Culture, Transparent Learning Culture, UCL Department of Applied Health Research, University College London (UCL), Virginia Mason Institute Production System, Western Sussex Hospitals NHS Foundation Trust
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Mental Health Research: Official Framework (Department of Health)
Summary The Department of Health has published a framework covering intended mental health research in the UK over the next decade. This is another response to recommendations in the independent Mental Health Taskforce’s Five Year Forward View for Mental Health … Continue reading →
Posted in Commissioning, Community Care, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, National, NHS, NHS England, Non-Pharmacological Treatments, Patient Care Pathway, Quick Insights, Standards, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, 5YFVMH, 5YFVMH Taskforce, A&E Psychiatric Patients, Access and Choice, Access to Mental Health Services, Acute And Crisis Care, Adult Mental Health Care Clusters, Adult Mental Health Services (AMHS), Adult Mental Health: Common Mental Health Problems, Adult Mental Health: Community, Adult Psychiatric Morbidity Survey (APMS) in England, Alternative Care Settings, Barriers, Barriers to Early Diagnosis, Barriers to Engagement, Barriers to Innovation, Barriers to Involvement, Bureaucratic and Regulatory Burdens, Capacity Building, Care Planning, Care Planning (Community), Care Planning (Inpatient), Child and Adolescent Mental Health Services, Child and Adolescent Mental Health Services (CAMHS) Transformation Plans, Children and Young People’s Mental Health, Choice of Treatments, Clinical Record Interactive Search (CRIS), Cognitive Behavioural Therapy (CBT), Common Mental Health Problems (CMHP), Costs of Mental Health Problems at Work, Costs of Mental Health Problems in UK, Data Informatics and Virtual Populations, Dementia Clinical Record Interactive Search (D-CRIS), Emerging Interventions and Alternative Care Settings, Five Year Forward View for Mental Health (5YFVMH), Flexible Funding, Health Inequalities and Socio-Economic Inequalities in Health, Health Informatics, Hospital Discharge Delays, IAPT: Improving Access to Psychological Therapies, Implementing the Mental Health Forward View, Improving Access to Mental Health Services, Improving Access to Psychological Therapy (IAPT), Improving Perinatal Mental Health, Independent Mental Health Taskforce to the NHS in England, Industry Engagement, Informatics, Integrating Mental and Physical Healthcare, Life-Course Approach to Healthy and Active Ageing, Life-Course Approach to Mental Health, Measures of Social Support, Mental and Physical Health, Mental Health and Illness, Mental Health Capacity Building, Mental Health Crisis, Mental Health Crisis Care, Mental Health Crisis Care Concordat, Mental Health Liaison Services in Emergency Departments and Inpatient Ward, Mental Health Problems, Mental Health Professionals in Emergency Departments, Mental Health Research, Mental Health Research Funding, Mental Health Service Budgets, Mental Health Services, Mental Health Services in Accident and Emergency Units, Mental Health Support in Schools, Mental Health Support in the Workplace, Mental Health Taskforce, Mental Health Taskforce Report, Mental Health Trusts, More Flexible Funding Systems (Facilitators of Innovation), National Information Board (Initially Known as the Informatics Services Commissioning Group), Parity Between Mental and Physical Health, Parity of Esteem, Patient Involvement in Research, Paul Farmer: Chair of Mental Health Taskforce, Perinatal Mental Health, Personalised Care Planning, Physical Health of People With Mental Health Problems, Post-Traumatic Stress Disorder, Prevention and Stigma, Public Involvement in Research, Reducing the Divide Between Mental and Physical Healthcare, Reduction in Bureaucracy, Removing Regulatory Barriers, Research Priority Setting in Mental Health, Roadmap for Mental Health Research in Europe (ROAMER) Programme, Science and Informatics, Social Support, Social Support / Community Networks, Socio-Economic Drivers of Health Inequality, Socio-Economic Patterning, Technology and Informatics, Translational Research, Virtual Populations, Waiting Times for Mental Health Services, Workforce and Skill Mix, Young People’s Mental Health Services
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Some Implications of Seven Day Hospital Services Explored (Nuffield Trust)
Summary The Nuffield Trust’s “London Quality Standards” report evaluates recently introduced standards to improve acute and emergency care in London hospitals. London-wide experiments with Seven Day Services Standards are soon to feature in STPs elsewhere in the UK. These standards … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Management of Condition, National, NHS, NHS England, Non-Pharmacological Treatments, Nuffield Trust, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged 7 Day Hospital Services Self-Assessment Results (NHS England), Access to Urgent and Emergency Care, Acute Medical Units (AMUs), Barriers and Enablers to Implementation of LQS, Barriers to Engagement, Challenges of Reconfiguration, Clinical Engagement, Clinical Leadership, Costing Seven Day Services, Costs and Benefits of Seven-Day Services for Emergency Hospital Admissions, Disconnectedness Between Senior Level Staff and Clinicians, Disconnects in NHS Reform, Emergency Care, Employee Engagement, Hospital Reconfiguration, Local Sustainability and Transformation Plans (STPs), London Health Programmes (LHP), London Quality Standards, London Quality Standards (LQS), LQS Audit Process, NHS Service Reconfiguration, NHS Services Seven Days a Week, Out-of-Hours Urgent Care, Perceived Impact of Implementing the LQS in Hospitals, Perceived Strengths and Weaknesses of the LQS, Reconfiguration of Emergency Care System, Seven Day Care in England, Seven Day Services Standards, Seven-Day Consultant-Delivered Care, Seven-Day Hospital Services, Seven-Day Hospital Services Self-Assessment Results (NHS England), Seven-Day NHS Services, Seven-day Rounds and Supporting Services, Seven-Day Services for Emergency Hospital Admissions: Costs Versus Benefits, Seven-Day Services in Hospital, Seven-Day Working, Staff Engagement, Sustainability and Transformation Plans (STPs), Urgent and Emergency Care (UEC), Weekend Working, Workforce Issues, Workforce Issues (Feeling Undervalued)
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Reshaping the Workforce: More Thoughts on Staff Engagement (NHS England / Nuffield Trust / BBC News)
Summary A recent Nuffield Trust report, commissioned by NHS Employers, discussed providing NHS nursing, community and support staff with additional skills to deliver care, as a means to improving the system’s capacity to cope with increasing (and changing) patient demand. … Continue reading →
Posted in BBC News, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, Management of Condition, National, NHS, NHS Employers, NHS England, Nuffield Trust, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Advanced Clinical Practitioners (ACPs), Advanced Nurse Practitioners (ANPs), Advanced Roles, Ageing Population, Assistant Practitioners (APs), Associate Practitioners, Barriers to Engagement, BBC Health News, Beyond Institutional Boundaries, Building Trust, Calderdale Framework: Seven Stages, Candace Imison: Director of Policy at the Nuffield Trust, Care Closer to Home, Clinical Engagement, Collaboration: Working Across Boundaries, Community Care, Cross-Sector Partnerships, Culture and Behaviour Change, Culture Change, Dudley, Dudley Multispecialty Community Provider, Efficiency and Effectiveness, Efficiency Opportunities, Employee Engagement, Engagement, Engagement and Co-Production, Engagement on Quality, Extended Roles, Extending Roles, Financial Efficiency, Financial Sustainability in the NHS, Five Year Forward View (NHS England), Front Line Engagement, Haxby Group Practice, Health and Care Innovation Expo, Heart of England NHS Foundation Trust, Holistic Workers in Community Care, Institutional Boundaries, Integration of Health and Social Care, Integration of Primary Secondary and Community Care, Isle of Wight, Link Workers: Visiting Patients at Home, Long-Term Care (LTC), Long-Term Conditions (LTCs), MDTs: Multidisciplinary Teams, Models of Care Across Organisational Boundaries, Multidisciplinary Population-Based Teams, Multidisciplinary Team Care, Multidisciplinary Teams, Multidisciplinary Teamwork, Multimorbidities and Long-Term Conditions, My Life a Full Life (Isle of Wight) Vanguard, New Care Models, New Care Models Programme, New Care Models: Vanguard Sites, New Ways of Working, NHS Culture, NHS Culture Change, NHS Five Year Forward View (5YFV), NHS Health and Care Innovation Expo (2016), Non-Medical Workforce, Northumberland Accountable Care Organisation, Northumberland Accountable Care Organisation (PACS), Nurses and Midwives: Reducing Barriers / Boundaries Across Care Settings, Organisational Boundaries, Paramedic Practitioners, Pharmacy and Primary Care Practitioners, Physician Associates, Positive Engagement, Principles for Engagement, Provider Engagement, Quality and Efficiency Opportunities, Reshaping the Workforce (Nuffield Trust), Satisfaction, Shortages of NHS Front-Line Staff, Six Steps Model, Skill Flexibility, Speed of Trust Methodology, Staff Engagement, Staff Engagement in the NHS, Staff Satisfaction, Staff Training, Teams Without Walls, Terminology For New and Extended Roles, Vanguards: New Care Models Programme, Workforce Satisfaction, Workforce Training, Working Across Boundaries, Yorkshire and Humber: Toblerone Model
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More on Prevention: the All Our Health Framework (PHE / RCN)
Summary The Public Health England (PHE) “All Our Health” framework is about promoting a greater sense of engagement on the part of healthcare professionals in order to encourage working with patients to improve health outcomes. This approach involves broad efforts … Continue reading →
Posted in Commissioning, Community Care, Falls Prevention, For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, Non-Pharmacological Treatments, Nutrition, Person-Centred Care, Public Health England, Quick Insights, RCN, Standards, UK, Universal Interest
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Tagged All Our Health, All Our Health (Public Health England), All Our Health: Healthcare Professionals Improving Health Outcomes and Reducing Health Inequalities, Alzheimer’s Disease: Risk Factors, Asset Based Community Development (ABCD), Asset Based Community Development Institute, Barriers to Engagement, Barriers to Integration, Barriers to Involvement, Barriers to Joined-Up Care, Cardiovascular Risk Factors (CVRF), Challenges to Utilising Nursing in Public Health Services, Clinical Engagement, Community Hospice At Home, Community Hospital At Home, Contributions of Nursing to Public Health, Current Versus Desired Nursing Involvement in Public Health, Dementia Risk Factors, Dietary Risk Factors, Employee Engagement, Employee Engagement in the NHS, Environmental Risk Factors, Front Line Engagement, Going Upstream, Going Upstream: Nursing’s Contribution to Public Health, Health as a Social Movement (NHS England), Health Inequalities, Health Inequalities in England, Health Policy, Health Services, Healthcare Professionals Improving Health Outcomes and Reducing Health Inequalities (Public Health England's All Our Health), Healthy Places: Integrated Services for Local Populations, Helen Donovan: Professional Lead for Public Health Nursing at Royal College of Nursing, Holistic Care, Improving Outcomes, Integrated Services for Local Populations, Involvement and Participation, Involvement Enablers, Jane Cummings: Chief Nursing Officer for England, Leading Change Adding Value Framework, Lifestyle Risk Factors, Local Action on Health Inequalities, Local Populations, Local Sustainability and Transformation Plans (STPs), Making Every Contact Count, Making Every Contact Count (MECC), Making Every Contact Count Programme (MECC), Managing Processes for Quality and Better Outcomes, Modifiable Risk Factors, NHS England’s Five Year Forward View, NHS England’s Leading Change Adding Value Framework, NHS England’s Right Care Programme, NHS Five Year Forward View (5YFV), NHS Right Care Approach, No Decision About Me Without Me, Northwestern University's Center for Civic Engagement, Nurses 4 Public Health: Promote Prevent and Protect, Nurses 4 Public Health: Value and Contribution of Nursing to UK Public Health, Nurses and Midwives: Coordination to Ensure a Comprehensive Continuum of Services, Nurses and Midwives: Empowering People and Engaging Patients, Nurses and Midwives: Influencing Upstream and Downstream Public Health Services, Nurses and Midwives: Innovation in Rethinking Service Delivery, Nurses And Midwives: Managing For Quality And Better Outcomes, Nurses and Midwives: Reducing Barriers / Boundaries Across Care Settings, Nurses For Public Health: Promote Prevent and Protect, Nursing, Nursing Involvement, Overlapping Risk Factors, PESTEL: Political Economic Socio-Cultural Technological Legal and Environmental Influences, PHE: Public Health England, Political Economic Socio-Cultural Technological Legal and Environmental (PESTEL): Influences on Public Health Nursing, Professor Nigel Davies: Healthcare Leadership and Workforce Development at University of Bedfordshire, Promoting the Value of Public Health Nursing, Public Health, Public Health England (PHE), Public Health England's All Our Health Framework, Public Health Nursing Activities, Public Health Nursing Skills, Reducing Health Inequalities, Risk Factors, Royal College of Nursing (RCN), Social Determinants of Health Inequalities, Socio-Environmental Risk Factors, Sustainability and Transformation Plans (STPs), Tackling Inequalities, Unwarranted Variations, Value and Contribution of Nursing to Public Health in the UK, Vascular Risk Factors
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Better Care In My Hands: Patient and Public Involvement Review (CQC)
Summary The following Care Quality Commission (CQC) report reviews the extent and quality of people’s involvement in their health and social care. This review is based on analysis of the CQC’s national reports and inspection findings across different care sectors, … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, CQC: Care Quality Commission, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Practical Advice, Quick Insights, Standards, Statistics, Systematic Reviews, UK, Universal Interest
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Tagged Accessible Information About Health and Care Options and Treatment or Support (Involvement Enablers), Barriers to Engagement, Barriers to Involvement, Better Care In My Hands (CQC Review), Care Plans Not Accessible to People and Their Families (Barriers to Involvement), Care Plans Not Maintained With People and Their Families (Barriers to Involvement), Care Plans Not Transferred Effectively Across Services (Barriers to Involvement), Care Plans Not Updated as People’s Needs or Preferences Change (Barriers to Involvement), Care Quality Commission (CQC), Care Quality Commission (CQC) Inspection Regime, Choices About Services Treatment or Care Options Not Explained or Understandable (Barriers to Involvement), Choices About Services Treatment or Care Options Unclear - Particularly When Moving Between Services (Barriers to Involvement), Commissioning on Grounds of Quality and User Involvement, Community and Peer Support Programmes for People to Manage Their Care (Involvement Enablers), CQC “I Statements”, CQC “I Statements” (Involvement Criteria): I Am As Involved In Discussions About My Care Treatment and Daily Life As I Wish, CQC “I Statements” (Involvement Criteria): I Am Involved in Daily Life Choices in Care Settings, CQC “I Statements” (Involvement Criteria): I Am Offered Appropriate Information Support and Advocacy About Key Decisions For My Care and Treatment, CQC “I Statements” (Involvement Criteria): I Am Offered the Opportunity to Become More Educated About How to Manage My Symptoms, CQC “I Statements” (Involvement Criteria): My Capacity To Be Involved Is Taken Into Account – Wherever I Receive Care, CQC “I Statements” (Involvement Criteria): My Family and Loved Ones Help Me Plan My Care and Support As Much As I Wish, CQC “I Statements” (Involvement Criteria): My Wishes and Preferences are Respected Recorded and Taken Into Account, CQC “I Statements” (Involvement Criteria): Staff in Different Services Work With Me To Adapt My Plans As My Needs Change, Empowerment, Engagement, Flexible Advocacy Provision as People Use Different Services (Involvement Enablers), Health and Care Passports Used Across Health Care and Support Services (Involvement Enablers), I Am As Involved In Discussions About My Care Treatment and Daily Life As I Wish (I Statement), I Am Involved in Daily Life Choices in Care Settings (I Statement), I Am Offered Appropriate Information Support and Advocacy About Key Decisions For My Care and Treatment (I Statement), I Am Offered the Opportunity to Become More Educated About How to Manage My Symptoms (I Statement), Involvement, Involvement and Participation, Involvement Enablers, Involving People in All Aspects of Care Prioritised (Involvement Enablers), Key Staff Work Across Services to Coordinate People’s Involvement and Their Family and Carers (Involvement Enablers), Lack of Access to / Involvement of Advocates (Barriers to Involvement), Lack of Involvement of Family and / or Friends (Barriers to Involvement), Lack of People’s Involvement in Decisions About Care Including Their Consent to Treatment (Barriers to Involvement), Lack of Record Keeping About People’s Decisions and Preferences (Barriers to Involvement), Management Systems Monitor How People’s Wishes and Preferences are Recognised (Involvement Enablers), Managers Encourage Staff to Involve People (Involvement Enablers), My Capacity To Be Involved Is Taken Into Account – Wherever I Receive Care (I Statement), My Family and Loved Ones Help Me Plan My Care and Support As Much As I Wish (I Statement), My Wishes and Preferences are Respected Recorded and Taken Into Account (I Statement), Partnerships With Patients and Consumers, Patient and Public Involvement, Patient Choice, Patient Empowerment, Patient Empowerment Movement, Patient Engagement, Patient Engagement Strategies, Patient Involvement, People’s Wishes and Preferences For Their Care and How Delivered Not Routinely Identified (Barriers to Involvement), Personalised Care Planning, Personalised Care Plans, Poor Identification of People’s Capacity For Involvement in Their Care Planning and Management (Barriers to Involvement), Self Management of Chronic Disease, Self-Administration, Self-Care, Self-Determination, Self-Directed Services, Self-Directed Support, Self-Help, Self-Management in Chronic Illness, Service User Involvement, Shared Decision-Making, Staff in Different Services Work With Me To Adapt My Plans As My Needs Change (I Statement), Strategies for Informing Educating and Involving Patients, Sustained and Supported Involvement of Families and Carers (Involvement Enablers), Vicious Circle of Poor Involvement, Vicious Circle of Poor Involvement: Contributes to Poor Quality of Care, Vicious Circle of Poor Involvement: Leads to Higher Costs for Providing Care
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Quality Checkers: Efforts to Reduce Learning Disabilities-Related Barriers to Accessing NHS Services (NHS England)
Summary The NHS Quality Checkers Programme will involve people with learning disabilities helping to inspect their local NHS services and offer advice on how these can be re-designed to better meet their needs (and the needs of other patients). Tools … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, Enhancing the Healing Environment, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, National, NHS, NHS Employers, NHS England, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Abusive Institutions, Acute Hospitals, Always Event Interventions, Always Events (Learning Disabilities), Association of Quality Checkers, Barriers and Facilitators to Participation, Barriers to Engagement, Barriers to Integration, Barriers to Involvement, Barriers to Joined-Up Care, Barriers to Speaking Out About Poor Care, Barriers to Support, Building the Right Support, Building the Right Support: National Implementation Plan to Close Inpatient Facilities, Building the Right Support: National Implementation Plan to Develop Community Services, Care of Vulnerable Adults, Centre of Disability Studies: University of Leeds, CHANGE, Claira Ferreira: Commissioning Lead for Learning Disability at NHS Nene and Corby Clinical Commissioning Groups, Community Services, Community-Based Care, Community-Based Services, Community-Based Support, Consumer Experiences of Health and Social Care, Dentistry, Dr Paul Lelliott: Deputy Chief Inspector of Hospitals (CQC Lead for Mental Health), EBCD: Experience-Based Co-Design, Embedding Patient Experience in Service Delivery, Embedding Patient Experience in Service Design, Emergency Departments, Employing People in the NHS With Learning Disabilities, Employing People With Learning Disabilities, End-User Experience, Experience Based Design, Experience-Based Co-Design (EBCD), Experts by Experience, Eye Care and Vision, Eyes and Vision, Gavin Barr: Quality Checker at Sunderland People First, Health Inequalities, Health Inequalities and Premature Mortality for People With Learning Disabilities, Health Inequalities in England, LD Always Events, Learning Disabilities (LD) Always Events, Learning Disabilities Employment Programme, Learning Disabilities-Friendly Environments, Learning Disabilities-Friendly Environments: Acute Hospitals, Learning Disabilities-Friendly Environments: Community Services, Learning Disabilities-Friendly Environments: Dentistry, Learning Disabilities-Friendly Environments: Emergency Departments, Learning Disabilities-Friendly Environments: Learning Disability Services, Learning Disabilities-Friendly Environments: Mental Health Services, Learning Disabilities-Friendly Environments: Primary Care (GPs), Learning Disabilities-Related Barriers to Accessing NHS Services, Learning Disabilities: Improving Health Outcomes, Learning Disabilities: Monitoring Service Quality, Learning Disabilities: NHS England Initiatives, Learning Disabilities: Regulation and Inspection, Learning Disability (LD) Transforming Care Programme, Learning Disability Employment, Learning Disability Experience Based Co-Design, Learning Disability Services, Learning Disability Week, Learning Disability Week (2016), Lived Experience, Mazars Report into Southern Health NHSFT, Mental Health Services, NHS England Quality Checkers Programme, NHS England's Learning Disabilities Employment Programme, NHS General Ophthalmic Services (GOS), NHS Learning Disability Employment Programme, Overcoming Barriers, Patient Experience, Patients’ Right to Challenge, People With Learning Disabilities, Primary Care (GPs), Protecting Vulnerable People, Quality Checkers, Quality Checks, Quality Improvement, Scott Durairaj: NHS England’s Experience of Care Lead for Mental Health and Learning Disabilities, SeeAbility, SeeAbility’s Eye Care and Vision Charter, SeeAbility’s Functional Vision Assessment Tool, Suzie Fothergill: Skills for People; Newcastle upon Tyne and Chairperson at Association of Quality Checkers, Transforming Care for People with Learning Disabilities, University of Leeds, Vulnerable Groups, Vulnerable Older People
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Innovation in the NHS: Accelerated Access Review Interim Report (NHS England / Department of Health / AAR)
Summary The Accelerated Access Review: Interim Report (AAR) explores innovation within the NHS in terms of accelerated access of drugs, devices, diagnostics and digital health products. There are said to be five emerging themes: Proposition One: Putting the patient centre … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, Diagnosis, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Management of Condition, National, NHS, NHS England, Non-Pharmacological Treatments, Person-Centred Care, Pharmacological Treatments, Quick Insights, Standards, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Accelerated Access Review, Accelerated Access Review Interim Report, Access to Transformative Health Technology, Affordability (Facilitators of Innovation), Barriers in Access to Transformative Health Technology (AAR): Capacity and Capability, Barriers in Access to Transformative Health Technology (AAR): Culture, Barriers in Access to Transformative Health Technology (AAR): Data and Evidence, Barriers in Access to Transformative Health Technology (AAR): Dominance of Pharma Paradigm, Barriers in Access to Transformative Health Technology (AAR): Finance and Budgeting, Barriers in Access to Transformative Health Technology (AAR): Immaturity and Uncertainty of the Landscape, Barriers in Access to Transformative Health Technology (AAR): System Complexity and Informational Complaints, Barriers to Accessing Transformative Health Technology, Barriers to Engagement, Barriers to Innovation, Barriers to Integration, Building on Existing Regulatory Flexibilities for Innovation (Facilitators of Innovation), Capacity and Capability: Business Cases Time Consuming /Challenging (Barriers to Innovation), Capacity and Capability: Constraints on System Capacity to Adopt (Barriers to Innovation), Capacity and Capability: Decommissioning to ‘Free Up’ Capacity Rare (Barriers to Innovation), Capacity and Capability: Horizon Scanning Poorly Utilised (Barriers to Innovation), Capacity and Capability: Insufficient Skills to Adopt Innovation (Barriers to Innovation), Capacity and Capability: Insufficient Small and Medium-Sized Enterprises (SME) Resource (Barriers to Innovation), Capacity and Capability: Lack of Planning (Barriers to Innovation), Capacity and Capability: Lack of Resources to Train / Support Adoption (Barriers to Innovation), Commissioning for Transformation, Culture: Disconnect Between Clinical Need and Product Development (Barriers to Innovation), Culture: Industry Unwilling to Pilot New Approaches (Barriers to Innovation), Culture: Lack of Accountability for Innovation (Barriers to Innovation), Culture: Lack of Leadership Support for Innovation (Barriers to Innovation), Culture: Misalignment of Key Stakeholder Objectives (Barriers to Innovation), Culture: Patient Resistance/Fear of Adverse Outcomes (Barriers to Innovation), Culture: Players Unwilling to Make Concessions (Barriers to Innovation), Culture: Provider/Commissioner Risk Aversion (Barriers to Innovation), Culture: Silo Thinking in System (Barriers to Innovation), Data / Evidence on Safety / Efficacy / Value (Facilitators of Innovation), Data and Evidence: Access to NHS Data Limited (Barriers to Innovation), Data and Evidence: Data Systems Not In Place Across Pathway (Barriers to Innovation), Data and Evidence: Evidence Needed for Uptake Varies Locally (Barriers to Innovation), Data and Evidence: Evidence Needs Not Considered in Early Development (Barriers to Innovation), Data and Evidence: Failure to Generate Data for Reimbursement (Barriers to Innovation), Data and Evidence: Insufficient Safety Data (Barriers to Innovation), Data and Evidence: Lack of Outcomes Data to Drive Uptake (Barriers to Innovation), Data and Evidence: Mismatched Evidence for Licensing and Reimbursement (Barriers to Innovation), Department for Business Innovation and Skills (BIS), Development and Regulatory Pathways Redesigned for Innovation (Facilitators of Innovation), Dominance of Pharma Paradigm: Challenging Approval of Companion Diagnostics (Barriers to Innovation), Dominance of Pharma Paradigm: Horizon Scanning Limited Beyond Pharma (Barriers to Innovation), Dominance of Pharma Paradigm: No Clear Digital Pathway (Barriers to Innovation), Dominance of Pharma Paradigm: Questions Around NICE Value Without Funding Direction (Barriers to Innovation), Dominance of Pharma Paradigm: The National Institute for Health and CARE Excellence (NICE) Processes Based on Pharma (Barriers to Innovation), Dr Harpreet Sood: Senior Fellow to the Chair and Chief Executive’s Office of NHS England, Dr Stephen Brecker (Consultant Cardiologist), Finance and Budgeting: Affordability (Barriers to Innovation), Finance and Budgeting: Budget Siloes - Across Organisations or Sectors (Barriers to Innovation), Finance and Budgeting: Budget Siloes - Across Years (Barriers to Innovation), Finance and Budgeting: Decommissioning Rare (Barriers to Innovation), Finance and Budgeting: Insufficient Financial Support for Adoption (Barriers to Innovation), Finance and Budgeting: No Funding Direction for Medtech /Diagnostics (Barriers to Innovation), Finance and Budgeting: No Pricing Framework (Barriers to Innovation), Finance and Budgeting: Pricing / Contracting Update (Tariffs) Slow (Barriers to Innovation), From Theory to Theatre, George Freeman MP: Former Life Sciences Minister, Giving Innovators More Clarity on Data Requirements Throughout Pathway (Facilitators of Innovation), Harpreet Sood, Health Action Plan, Immaturity and Uncertainty of Landscape: Access / Innovation Initiatives From NHSE and Academic Health Science Networks (AHSNs) At An Early Stage (Barriers to Innovation), Immaturity and Uncertainty of Landscape: Benefits of Early Access to Medicines Scheme (EAMS) Not Persuasive (Barriers to Innovation), Immaturity and Uncertainty of Landscape: Gap Between Early Access to Medicines Scheme (EAMS) or Industry Funding in Routine Commissioning (Barriers to Innovation), Incentives for Use of Transformative Health Technology (Facilitators of Innovation), Increased Patient and Public Involvement (Facilitators of Innovation), Increased Patient and Public Involvement in Funding Decisions (Facilitators of Innovation), Increased Patient and Public Involvement in Regulatory Processes (Facilitators of Innovation), Innovation in the NHS, Integrated Clinician Entrepreneur Training Scheme, Integration of Health and Care, Investing for Transformation, Learning Disability Skills and Competency Framework, Local Transformation Plans for Children and Young People’s Health and Wellbeing, Long-Term Strategies for Reimbursing New Technologies (Facilitators of Innovation), MHP Health, More Flexible Funding Systems (Facilitators of Innovation), New Models of Care, NHS England's Five Year Forward View (2014), NHS Five Year Forward View (5YFV), NHS Integrated Clinician Entrepreneur Training Scheme, NHS Test Bed Programme, NICE Service Model Guidance: Learning Disabilities and Challenging Behaviour, Patient and Public Involvement, Patient and Public Involvement (Facilitators of Innovation), Personalised Care and Support Planning (PCSP), Positive and Proactive Care, Professor Sir John Bell: Chair of Accelerated Access Review’s Expert Advisory Group, Removal of Barriers to Transformative Health Technology (Facilitators of Innovation), Royal College of Surgeons of England (RCSENG), Support for Uptake of Transformative Health Technology (Facilitators of Innovation), Surgical Innovation, System Complexity and Informational Complaints: Confusion About Regulatory Needs of Devices and Digital (Barriers to Innovation), System Complexity and Informational Complaints: Lack of Clarity Around NHS / Patient Needs (Barriers to Innovation), System Complexity and Informational Complaints: Lack of Clarity on Existing Regulatory Flexibilities (Barriers to Innovation), System Complexity and Informational Complaints: Lack of Early Dialogue/Advice From Regulators (Barriers to Innovation), System Complexity and Informational Complaints: Lack of Support for Complex Process Change (Barriers to Innovation), System Complexity and Informational Complaints: Medtech Opportunity Costs Deter Adopters (Barriers to Innovation), System Complexity and Informational Complaints: No Coherent Procurement Framework (Barriers to Innovation), System Complexity and Informational Complaints: No Register of Regulated Products (Barriers to Innovation), System Complexity and Informational Complaints: Overly Complex Commissioning Process/Duplication (Barriers to Innovation), System Complexity and Informational Complaints: SMEs Lack Experience Selling to NHS (Barriers to Innovation)
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New Models of Care Vanguards: Vanguard Support Package (NHS England)
Summary A support package for the new models of care vanguards has been created by the NHS Five Year Forward View partners. The 29 local NHS and care consortiums (known as Vanguard Sites), are exploring alternative models / better ways … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, Telecare, Telehealth, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Academic Health Science Networks (AHSNs), Acute Care Collaboration (ACC) Vanguards, Airedale, Airedale and Partners, Association of Directors of Adult Social Services (ADASS), Barriers to Engagement, Benchmarking, Benefits of Integrated Care, Better Care Together (Morecambe), Better Health and Care for Sunderland, Better Local Care (Southern Hampshire), Better Together (Workington), Bottom-Up NHS Reform, Bradford, Calderdale Health and Social Care Economy, Capitation for PACS Providers, Care Integration, Caregiver Support, Carer Support, Carer Support Services, Community Empowerment, Community Mental Health, Community Mental Health Services, Connected Digital Solutions and Information Systems, Coordinated Care, Craven, Dementia Long-Term Care and Support, Dementia Long-Term Services, Dr Donal Collins: Better Local Care (Southern Hampshire) Vanguard, Dr Nick Harding OBE: Partner at Handsworth Wood Medical Centre, Dudley Clinical Commissioning Group, East Lancashire, Employee Engagement, Empowering Communities for Health, Empowerment, Empowerment and Support, Engagement, Engagement and Co-Production, Engagement and Patient Preferences., Enhanced Health in Care Homes, Enhanced Personalised Care Plans, Five Year Forward View (NHS England), Forward View Into Action, Forward View Into Action: New Care Models, Handsworth Wood Medical Centre, Information and Metrics, Integrated Care and Support, Integrated Care for Older People With Complex Needs, Integrated Commissioning, Integrated Commissioning Support, Integrated Personal Commissioning (IPC), Integrated Primary and Acute Care Systems, Integrated Primary and Acute Care Systems (PACS), Integrated Primary and Acute Care Systems (PACS) Vanguard Sites, Integration Transformation Fund, Integration Transformation Fund (aka Better Care Fund), Jim Mackey: Chief Executive of Northumbria Healthcare NHS Foundation Trust, Jim Mackey: Partner in Northumberland Accountable Care Organisation Vanguard, Joint National and Local Leadership, Local Government Association: LGA, Local Integration, Local Leadership, Local Leadership for Healthy Communities, Local Leadership for Mental Health and Wellbeing, Long-Term Care (LTC), Long-Term Care and Support, Long-Term Conditions, Long-Term Conditions (LTCs), Long-Term Health and Social Support, Long-Term Services and Support (LTSS), Long-Term Treatment, Mid Nottinghamshire Better Together, Model Provider-to-Provider Sub-Contracts, Models of Care: Age-Related Models, Models of Care: Integrated Models, Models of Enhanced Health in Care Homes, Models of Enhanced Health in Care Homes Vanguard Sites, Multi-Specialty Community Providers, Multispecialty Community Providers (MCPs), Multispecialty Community Providers (MCPs) - Vanguard Site: Stockport Together, Multispecialty Community Providers (MCPs) Vanguard Sites, My Life a Full Life (Isle of Wight), New Care Models, New Care Models Programme, New Care Models Programme: Urgent and Emergency Care (UEC) Vanguards, New Care Models: Vanguard Sites, New Models of Care, New Models of Care Vanguards, New Ways of Working, NHS Confederation, NHS England's Five Year Forward View (2014), NHS England’s Rightcare Programme, NHS Forward View, NHS Providers, NHS Workforce, North East Hampshire and Farnham Clinical Commissioning Group (PACS), Northumberland Accountable Care Organisation, Northumberland Accountable Care Organisation (PACS), Patient Empowerment, Patient Engagement, Prime Minister's Challenge Fund, Procurement and Patient Choice, Quality Payments in the NHS, Radical Innovation, Redesigning Care Pathways, Redesigning Local Healthcare Systems, Redesigning Services, Rightcare Programme, Royal Colleges, Salford Together, Samantha Jones: Director of New Models of Care at NHS England, Service Redesign, Service Redesign (Telehealth), Shared Learning and Practice, Sharing of Learning, Simple Replicable Frameworks, Simplified Quality Payments in the NHS, South Somerset Symphony Programme, South Somerset Symphony Programme (PACS), Staff Engagement, Stockport Together, Support for People with Complex Needs, Supporting Carers, Telemedicine, Transformation Fund, Vanguard Support Package, Vitality Vanguard, Wharfedale, Wirral Partners, Workforce Development, Working and Learning at Pace
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The NHS Innovation Accelerator Programme: an Innovation Revolution? (NHS England / BBC News)
Summary The NHS Innovation Accelerator Programme aims to make evidence-based healthcare innovation available to patients. NHS England’s Chief Executive Simon Stevens and National Medical Director Sir Bruce Keogh have announced seventeen successful applicants, in the UK and from abroad, to … Continue reading →
Posted in Assistive Technology, BBC News, Commissioning, For Doctors (mostly), For Researchers (mostly), Health Foundation, In the News, Integrated Care, Local Interest, Management of Condition, Models of Dementia Care, National, NHS, NHS England, Northern Ireland, Person-Centred Care, Personalisation, Quick Insights, Telecare, Telehealth, UK, Universal Interest, Wales
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Tagged 2015 NHS Innovation Accelerator Fellows, 2020 NHS Innovation Accelerator, 5YFV: NHS Five Year Forward View, Academic Health Science Networks (AHSNs), Accelerating Innovation, Adopters and Adoption of Innovation, Adoption of Innovations, AHSN Network and UCL Partners, Andrea Howarth: Head of Clinical Services at Congenica (2015 NHS Innovation Accelerator Fellows), Andrea Howarth: IT Platform (2015 NHS Innovation Accelerator Fellows), Andrea Howarth: SAPIENTIA (2015 NHS Innovation Accelerator Fellows), Anna Moore: Model of Care (2015 NHS Innovation Accelerator Fellows), Anne Bruinvels: PxHealthcare (OWise) (2015 NHS Innovation Accelerator Fellows), Anne Bruinvels: Smart Phone App (2015 NHS Innovation Accelerator Fellows), Barriers and Facilitators to Participation, Barriers to Engagement, Barriers to Integration, Barriers to Involvement, Barriers to Joined-Up Care, BBC Health News, Ben Underwood: Smart Phone App (2015 NHS Innovation Accelerator Fellows), Bernadette Porter: Expert Nurse (2015 NHS Innovation Accelerator Fellows), Bernadette Porter: Model of Care (2015 NHS Innovation Accelerator Fellows), Bernadette Porter: NeuroResponse (2015 NHS Innovation Accelerator Fellows), Big Health, Brush DJ, Chronic Obstructive Pulmonary Disease (COPD), Congenica, Data and Digital Health, Deciphering Developmental Disorders (DDD), Dharmesh Kapoor: EPISCISSORS-60 Device (2015 NHS Innovation Accelerator Fellows), Diffusion of Innovation, Diffusion of Innovation Theory, Diffusion Research, Digital Health Innovations, Dr Liz Mear: Chair of AHSN Network, Dr Mahiben Maruthappu: Chairman of the UK Medical Students’ Association (UKMSA), Dr Mahiben Maruthappu: NHS England's NHS Innovation Accelerator (NIA), Economic Sustainability, EpSMon: Epilepsy Self-Management Tool, Expert Nurse Telephone Triage Service, Fibricheck, Francis White: AliveCor® Mobile ECG Device (2015 NHS Innovation Accelerator Fellows), Genomics, Genomics and Personalised Medicine, Genomics-Based Medicine, Hardware and Wearables, Health and Care Innovation Expo 2015, Health Navigator, Healthcare Pioneers, HealthUnlocked: Peer-to-Peer Social Support Network for Health, i-Thrive, Innovate UK, Innovation, Jo Bibby: Director of Strategy at Health Foundation, Join Dementia Research, Join Dementia Research National Service, Join Dementia Research: Clinical Trials Matchmaker Service, Join Dementia Research: Recruitment Onto Dementia Studies, Lloyd Humphreys: IT Platform (2015 NHS Innovation Accelerator Fellows), Lloyd Humphreys: Patients Know Best (2015 NHS Innovation Accelerator Fellows), Locum’s Nest, Management and Supervision Tool (MaST), Maryanne Mariyaselvam: Non-Injectable Arterial Connector (NIC) Device (2015 NHS Innovation Accelerator Fellows), Matt Jameson Evans: HealthUnlocked Peer-to-Peer Social Support Network (2015 NHS Innovation Accelerator Fellows), Matt Jameson Evans: IT Platform (2015 NHS Innovation Accelerator Fellows), Medical Director of NHS England: Professor Sir Bruce Keogh, Medical Research Council (MRC), MediShout, MyPreOp, National Institute for Health Research (NIHR), Neil Guha: Care Pathway (2015 NHS Innovation Accelerator Fellows), Nervecentre Software, NeuroResponse, New Models of Care, NHS England’s Five Year Forward View, NHS England’s New Models of Care Programme, NHS Five Year Forward View (5YFV), NHS Innovation Accelerator (NIA), NHS Innovation Accelerator (NIA) 2016 Programme, NHS Innovation Accelerator (NIA) 2016 Programme: Early Interventions, NHS Innovation Accelerator (NIA) 2016 Programme: Long-Term Conditions Management, NHS Innovation Accelerator (NIA) 2016 Programme: Management of Long-Term Conditions, NHS Innovation Accelerator (NIA) 2016 Programme: Prevention, NHS Innovation Accelerator (NIA) 2016: Applications Invited, NHS Innovation Accelerator Programme, NHS Innovation Fellowship Scheme, NIA Early Interventions Challenge, NIA Fellows, NIA Management of Long-term Conditions Challenge, NIA Partners, NIA Partners: East Midlands AHSN, NIA Partners: Eastern AHSN, NIA Partners: Greater Manchester AHSN, NIA Partners: Health innovation Network, NIA Partners: Imperial College Health Partners, NIA Partners: Innovation Agency (North West Coast), NIA Partners: Kent Surrey Sussex AHSN, NIA Partners: UCL Partners, NIA Partners: West Midlands AHSN, NIA Partners: Yorkshire and Humber AHSN, NIA Prevention Challenge, NIA Triple Population Health Challenges, OWise, Participation in Research, Participation in Research Studies, Patient Experience Platform (PEP), Patient Involvement in Research, Patients Know Best, Paul Volkaerts: IT Platform (2015 NHS Innovation Accelerator Fellows), Paul Volkaerts: Nervecentre Software (2015 NHS Innovation Accelerator Fellows), Penny Newman: Workforce Health Coaching (2015 NHS Innovation Accelerator Fellows), Peter Hames: IT Platform (Big Health Sleepio) (2015 NHS Innovation Accelerator Fellows), Peter Young: PneuX Device (2015 NHS Innovation Accelerator Fellows), Piers Kotting: Process (Join Dementia Research) (2015 NHS Innovation Accelerator Fellows), Pioneers of Quality Improvement, PneuX: Pneumonia Prevention System, Professor Sir Bruce Keogh, Professor Sir David Fish: Managing Director of UCLPartners, Public Involvement in Research, Public Participation in Research, QbTest, Quality Improvement, Rachel Munton: Chair of AHSNs Network, Research Engagement and Involvement Activities, RIX Wiki, Safe Steps, SAPIENTIA™: Genome Analytics Software, Serenity Integrated Mentoring (SIM): Collaborative Model of Care, Simon Stevens: Chief Executive of NHS England, Sleepio: Digital Sleep Improvement Programme, Sore Throat Test and Treat Service, Spreading Innovation, Sustainability, Tackling Barriers to Innovation, Technology and Innovation, The WaterDrop, UCL Partners, UCLPartners, University College London, University of Surrey, Ventilator-Associated Pneumonia (VAP), Wearable Devices, Wearable Technology
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