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Tag Archives: Collaboration for Coordinated Care
Summary of NICE’s Impact on Dementia Health and Care (NICE)
Summary A National Institute for Health and Care Excellence (NICE) marketing report gives an overview of progress in implementing NICE guidance across health and care. The main section headings comprise: Prevent or delay onset of dementia. Referral, diagnosis and care … Continue reading
Posted in Acute Hospitals, Antipsychotics, Commissioning, Community Care, Diagnosis, 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, NICE Guidelines, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Pharmacological Treatments, Quick Insights, Standards, Statistics, UK, Universal Interest
Tagged Activities to Promote Wellbeing, Adult Social Care, Adult Social Care Services, Advance Care Planning (ACP), Alternatives to Antipsychotic Drugs, Alternatives to Antipsychotic Medication, Alternatives to Antipsychotics, Antipsychotic Drugs, Antipsychotics in People With Dementia, Antipsychotics Limitation in Dementia, Antipsychotics Side Effects, Assessment of Care Needs, Avoidable Emergency Admissions, Behavioural and Psychological Symptoms of Dementia (BPSD), Behavioural Risk Factors, Behavioural Risk Factors and Dementia, Care and Support, Care and Support Planning, Care of People with Dementia: Quality Standard, Care Planning, Care Planning (Community), Care Planning in Dementia, Caregiver Support, Carer Support, Carer Support Services, Carer's Needs, Carer’s Needs Assessment, Choice and Control, Choice and Control Over Decisions, Choice in Health and Social Care, Choirs (Community Singing), Cognitive Decline and Dementia: Risk Reduction, Collaboration for Coordinated Care, Commissioning Carer Support Services, Community Singing, Comprehensive Assessments for Older People in Hospital, Comprehensive Model of Personal Care, Control and Independence, Coordinated Care, Coordinating Care, Dementia - Assessment Management and Support for People Living With Dementia and Their Carers: NICE Guideline NG97, Dementia - NICE Care Pathway, Dementia Assessment Referral to GP (DeAR-GP), Dementia Care in Acute General Hospitals, Dementia Care in Acute Settings, Dementia Care in Hospitals, Dementia Case Finding, Dementia Disability and Frailty in Later Life: Mid-Life Approaches to Delay or Prevent Onset, Dementia Disability and Frailty in Later Life: Mid-Life Approaches to Delay or Prevent Onset - NICE Care Pathway, Dementia Disability and Frailty in Later Life; Midlife Approaches to Delay or Prevent Onset: NICE Guideline (NG16), Dementia Friendly Hospitals Charter, Dementia Post-Diagnostic Care and Support, Dementia Quality Standard (QS184), Dementia Quality Standards, Dementia Risk Factors, Dementia Risk Reduction, Dementia Risk Reduction and Prevention, Discharge From Hospital, Dr Hilda Hayo: Chief Admiral Nurse, Dr Hilda Hayo: Chief Executive of Dementia UK, Emergency Admissions, Healthwatch, Healthy Lifestyles, Home Care, Informed Choices, Later Life, Lifestyle Risk Factors, Managing Distress, Managing Psychological and Behavioural Distress in People with Dementia, Meaningful Activity, Mental Health Promotion, Mid-Life Approaches to Delay or Prevent Onset of Dementia Disability and Frailty in Later Life, Modifiable Risk Factors, Named Care Coordinators, National Audit of Dementia Care in General Hospitals 2016-2017 - Third Round of Audit Report: Royal College of Psychiatrists (2017), National Guidance and Quality Standards, National Institute for Health and Care Excellence (NICE), National Institute for Health and Care Excellence (NICE)’s Quality Standard on Dementia (2019), Needs of Carers, Neurological Disorders, NHS Comprehensive Model of Personal Care, NICE Guideline NG97: Dementia - Assessment Management and Support for People Living With Dementia and Their Carers, NICE Quality Standard 184 (QS184), NICEimpact Dementia, Patient Preferences, Person-Centred Coordinated Care, Personal Preferences, Preventing Avoidable Emergency Admissions, Prevention Agenda, Psychological Symptoms of Dementia (BPSD), Quality of Life of Carers, Quality Standard on Care of People with Dementia, Quality Statements, Reducing Agitation and Distress, Reducing Waste in Dementia Care, Reducing Waste in the NHS, Risk Reduction, Royal College of Psychiatrists: National Audit of Dementia Care in General Hospitals, Social Care, Social Care and Support, Statement of Wishes and Preferences, Structured Assessment (Pre- Non-Pharmacological or Pharmacological Treatment for Distress), Supporting Carers, Supporting Carers of People With Dementia, Supporting People to Live Well With Dementia, Thinking Ahead - Advance Care Planning, Transforming Dementia Care in Hospital, Transition Between Inpatient Hospital Settings and Community or Care Home Settings
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Progress Towards Achieving Better Value / Reducing Waste in the NHS (King’s Fund / NHS Providers)
Summary A King’s Fund report investigates recent work on the value agenda, i.e. efforts aimed at reducing unnecessary costs while maintaining or improving the quality of care. This is based mostly on experience at three diverse NHS acute hospital trusts: … Continue reading
Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, King's Fund, NHS, NHS Improvement, Person-Centred Care, Quick Insights, UK, Universal Interest
Tagged Achieving Better Value, Acute Care, Acute Hospital Care, Ageing Population, Allocative Efficiencies, Allocative Value, Better Procurement, Better Value, Better Value Healthcare, Better Value in the NHS, Better-Value Services, Bolton NHS Foundation Trust, Bradford Teaching Hospitals NHS Foundation Trust, Centralised Procurement, Centralised Procurement (Economies of Scale), Choosing Wisely, Choosing Wisely Campaign, Choosing Wisely in the NHS, Choosing Wisely in the UK, Clinical and Corporate Leadership, Clinical Leadership, Clinical Practice Groups (CPGs), Clinical Quality Improvement, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Community Virtual Wards, Consultant-Led Services in the Community, Cost Reductions, Culture and Leadership, Delegated Decision Making, Devolved Budgets, Devolved Decision-Making, Economic Sustainability, Efficiencies and Productivity Gains, Efficiency, Efficiency Agenda, Efficiency Opportunities, Efficiency Savings, Empowerment, Financial Constraints, Financial Context, Financial Difficulties, Financial Performance, Funding Challenges, Funding Deficits, Funding Gap in Secondary Care, General Hospitals, Getting It Right First Time (GIRFT), Health and Social Care Configuration, Healthcare Quality Improvement, Healthcare Value Improvement, Hospital Productivity, Hospital Reconfiguration, IHI Triple Aim, Innovative Leadership, Leadership, Lean and Quality Improvement, Local Health and Care Services, Local Health Economies, Lord Carter Review, Low-Value Care, Maximising Health Outcomes, Minimising NHS Costs, Model Hospital, Model Hospital: Template for Standardisation, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England’s Ten-Point Efficiency Plan, NHS Funding Gap, NHS Inappropriate Care: Overuse Underuse and Misuse, NHS Performance, NHS Productivity, NHS Providers, NHS RightCare, NHS Sustainability, Personalised Value, Practical Approaches to Delivering Better Value in NHS Clinical Services (King’s Fund), Productivity, Productivity in the NHS, QI: Quality Improvement, Quality and Efficiency Opportunities, Quality Improvement, Quality Improvement Culture, Redesigning Care Pathways, Redesigning Services, Reducing Drains on the NHS, Reducing Overuse Underuse and Misuse, Reducing Waste in the NHS, Royal Free NHS Foundation Trust, Service Cost Reductions, Service Redesign, Service Redesign for Productivity, Service Redesign for Value Agenda, Shared Clinical Pathways, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Strategic Leadership, Sustainability, System Efficiencies, Targeting Low-Value Care, Technical Value, Thinking Like a Patient and Acting Like a Taxpayer, Triple Aim Initiative, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Troubled NHS Foundation Trusts, Unacceptable Variations, Unwarranted Variations, Use of Resources Assessments (NHS Improvement), Value Agenda, Value Improvement, Variations in Care, Virtual Ward Approaches, Virtual Wards, Virtual Wards to Reduce Readmissions, Workforce Engagement
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Collaborative Working Between CCGs and AHSNs: Strategic Commissioning (NHSCC / AHSNs)
Summary A briefing from NHS Clinical Commissioners (NHSCC) and Academic Health Science Networks (AHSNs) supplies case studies illustrating the potential benefits of collaborative working between CCGs and AHSNs. A clear focus on specific issues is recommended. Full Text Link Reference … Continue reading
Posted in Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, Non-Pharmacological Treatments, Quick Insights, UK, Universal Interest
Tagged Academic Health Science Network (AHSN) for South London, Academic Health Science Network for the North East and North Cumbria (AHSN NENC), Academic Health Science Networks (AHSNs), AHSN Network, Building Research Partnerships, Care Partnerships, CCGs: Clinical Commissioning Groups, Clinical Commissioning Groups (CCGs), Collaboration, Collaboration for Coordinated Care, Collaborative Commissioning, Collaborative Projects, Collaborative Research, Collaborative Working, Collaborative Working in Local Communities, Collaborative Working in Local Communities for Benefit of Patients, DOACs, East Lancashire CCG, East Midlands AHSN, East Midlands CCGs, Health Innovation Network (South London AHSN), Healthier You: NHS Diabetes Prevention Programme, Imperial College Health Partners, Kent CCGs, Kent Surrey and Sussex AHSN, Kent Surrey Sussex AHSN, Local AHSNs, Local Strategic Commissioning, London Borough of Newham, London CCGs, Low Cost Care Coordination, Neurorehabilitation Pathways, Newham CCG, NHS Clinical Commissioners, NHS Clinical Commissioners (NHSCC), NHS Diabetes Prevention Programme, NHS Diabetes Prevention Programme (NHS DPP), NHS England AHSN Network, NHS Newcastle Gateshead CCG, NHSCC: NHS Clinical Commissioners, North East and North Cumbria AHSN, North West Coast Innovation Agency, North West Coastal AHSN, North West London CCGs, Nottingham Biomedical Research Centre, Partnership Working, Population Health Improvement, Reducing A&E Admissions, Reducing Strokes Due to Atrial Fibrillation, Research Into Practice, Scarred Liver Project, Somerset CCG, South West AHSN, Strategic Commissioning, Sustainability and Transformation Partnerships, System-Wide Learning and Collaboration, UCLPartners, Unplanned Hospital Admissions, Wessex AHSN
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NHS Reconfiguration + STPs = Cut-Backs?: Two Sides of Same Equation? (NHS England / King’s Fund / Nuffield Trust / BBC News)
Summary The “Keep calm and carry on”-style narrative from officialdom. Full Text Link Reference NHS England statement on Sustainability and Transformation Plans. [Online]: NHS England, August 26th 2016. Theoretical clarification concerning STPs, from the King’s Fund Full Text Link Reference … Continue reading
Posted in Acute Hospitals, BBC News, Charitable Bodies, Commissioning, Community Care, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, King's Fund, Management of Condition, National, NHS, NHS England, NHS Improvement, Nuffield Trust, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
Tagged 38 Degrees (Campaign Group), 5YFV: NHS Five Year Forward View, Accountability and Transparency, Achieving Better Value, Acute Care, Acute Hospital Care, Ageing Population, Ageing Society, £1.8 Billion One-Off NHS Trust Deficits Bailout, Better Care Fund (BCF), Better Care Together (BCT), Better Value, Better Value Healthcare, Better Value in the NHS, Challenges of Reconfiguration, Chorley and South Ribble Hospital, Chris Hopson: Chief Executive of NHS Providers, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Councillor Izzi Seccombe: Local Government Association (LGA), County Hospital (Previously Stafford Hospital), David Pearson: Director of Adult Social Care of Nottinghamshire County Council - Nottinghamshire STP Footprint Lead, Deficits in the NHS 2016 (King’s Fund), Dr Clifford Mann: President of the College of Emergency Medicine, Economic Sustainability, Efficiency Opportunities, Efficiency Savings, Emergency Care Improvement Programme (ECIP), Emergency Preparedness Resilience and Response (EPRR), Faustian Pact: Trading £8 Billion in Extra Funding For £22 Billion in Efficiency Savings, Financial Constraints, Financial Context, Financial Difficulties, Financial Incentives Across Local Health and Social Care Systems (Proposals), Financial Performance, Financial Planning, Financial Position of NHS Trusts, Financial Pressure in the NHS, Financial Pressure on Hospitals, Financial Pressures, Financial Resilience, Financial Sustainability in the NHS, Five Year Forward View (NHS England), Frail Older People, Frail Older People With Complex Needs, Funding Challenges, Funding Deficits, Funding Gap in Secondary Care, General Hospitals, Grantham and District Hospital, Health and Social Care Configuration, Honesty and Transparency, Hospital Productivity, Hospital Reconfiguration, House of Commons Health Committee’s Inquiry Into Winter Pressures (2016), How Things Went £3.7 Billion Wrong, Implications of Sustainability and Transformation Plans (STPs): Inadequate Public Consultation (King’s Fund Allegation), Implications of Sustainability and Transformation Plans (STPs): Pre-Determined Solutions, Improving Patient Flow, Incipient Negativism, Integrated and Community-Based Care, Integrated Home and Community Care Services, Integration of Health and Social Care, Jeremy Taylor (Chief Executive of National Voices), Leeds Teaching Hospitals Trust, Leicester, Leicester Leicestershire and Rutland STP Footprint, LLR STP, Local Solutions: Place-Based Approaches, Medical Director of NHS England: Professor Sir Bruce Keogh, Midlands and East Commissioning Region, Midlands and East of England Commissioning Region, Multi-Agency Collaboration, Multisectoral Collaboration, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England Funding, NHS Expenditure, NHS Finances to 2020, NHS Financial Leadership, NHS Foundation Trust Performance, NHS Foundation Trusts, NHS Foundation Trusts (NHSFTs), NHS Funding, NHS Funding Gap, NHS Midlands and East, NHS Performance, NHS Performance Indicators, NHS Productivity, NHS Providers, NHS Safe Staffing, NHS Service Reconfiguration, NHS Spending, NHS Sustainability, NHS Timebomb [sic], Openness and Collaboration, Optimism Bias (In the Face of Difficulties), Partnership and Collaboration, Performance Indicators, Performance Targets, Policy, Policy Context, Population Health, Population Health Systems, Population Healthcare, Productivity, Productivity in the NHS, RDEL, Redesigning Care Pathways, Redesigning Services, Reducing Drains on the NHS, Reducing Overuse Underuse and Misuse, Richard Murray: Director of Policy at the King’s Fund, Richard Taylor Effect [sic], Rising Expectations, Safe Staffing, Sir Bruce Keogh (Former Chief Executive of the NHS Commissioning Board; now NHS England), Stevens Challenge, STP Footprints, STP Process Timeline Summary, Sustainability, Sustainability and Transformation Fund (STF), Sustainability and Transformation Leaders, Sustainability and Transformation Plan, Sustainability and Transformation Plan (STP), Sustainability and Transformation Plans (STPs), Sustainability and Transformation Plans: Questions Over Opaque Development Practices, System Control Totals (Financial Targets), System Leadership, Thinking Like a Patient and Acting Like a Taxpayer, Toby Sanders: Accountable Officer of West Leicestershire CCG - Leicester of Leicestershire and Rutland STP Footprint Lead, Toby Sanders: Chief Officer at NHS West Leicestershire CCG, Top-Down Policy (Masquerading as Collaboration), Towards Excellence in Adult Social Care Programme (LGA), Transformation Footprints, Transformation Funding, Transparency, Transparency Versus The Richard Taylor Effect, Troubled NHS Foundation Trusts, Turning the Ship Around (Avoidance of NHS Unsustainability), Unit Costs Up + Activity Up = Commissioners Go Bust, Upward Spending Pressures, Waiting Time Standards, Waiting Time Target Breaches, Weston Area Health NHS Trust, Weston General Hospital, Winter Pressures, Winter Pressures Beyond Winter (Winter Re-Defined?)
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