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Tag Archives: Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship
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
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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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Research Into New Models of Care in Integrated Care (NIHR)
Summary The Multispecialty Community Provider (MCP) model has been assessed against the quadruple aim i.e. (i) outcomes addressed population health, (ii) cost-effectiveness, (iii) patient experience and (iv) improved staff experience / involvement. Full Text Link Reference Turner, A. Mulla, A. … Continue reading →
Posted in Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Local Interest, Management of Condition, National, NHS, NHS England, NIHR, NIHRSDO, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Standards, Telecare, UK, Universal Interest
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Tagged Access to Health and Social Care Support, Accountability in Health and Social Care, Adaptive Systems, Australia, CareSearch Palliative Care Knowledge Network: Flinders University, Central Coast Local Health District (New South Wales), Complex Adaptive Systems (CASs), Coordinated Health and Social Care, Dementia Search Filter, Difficulties in Searching for Integrated Care Content Using Online Databases, Flinders University, Flinders University (South Australia), Health and Social Care Integration, IHI Triple Aim, Integrated Care: Special Search Filter (Proposed), Integrated Out-of-Hospital Care: Multispecialty Community Providers, Integration of Health and Care, Integration of Health and Social Care, International Journal of Integrated Care, Joy in Work, Local Health and Care Economies, Local Health and Care Services, Multispecialty Community Provider (MCP) Model, Multispecialty Community Providers, Multispecialty Community Providers (Integrated Out-of-Hospital Care), Multispecialty Community Providers (MCPs), Multispecialty Community Providers (MCPs) - Vanguard Site: NHS Dudley CCG, Multispecialty Community Providers (MCPs) Vanguard Sites, National Institute for Health Research (NIHR), New Models of Care, New Models of Care Programme, New Models of Care Vanguards, New Models of Primary Care, New Models of Seamless Care, New Models of Service, NHS Midlands and Lancashire Commissioning Support Unit (West Bromwich), Quadruple Aim for All, Quality and Sustainability, Realist Analyses, Realist Approaches, Realist Evaluations, Realist Reviews, School of Health and Related Research (ScHARR): University of Sheffield, Strategy Unit: NHS Midlands and Lancashire Commissioning Support Unit, Sustainability, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, University of Sheffield
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On the Not Yet Fully Realised Potential of Integrated Care (NHS England)
Summary It has been said before probably, but perhaps by none so great? Full Text Link Reference Leading healthcare professor Don Berwick says NHS could be world number one if it integrates care. [Online]: NHS England, May 1st 2018.
Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, NHS England, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Barriers to Joined-Up Care, Collaborative Working, Collaborative Working in Local Communities, Economic Sustainability, Frimley Health and Care: Integrated Care System (ICS), Health and Social Care Integration, Holistic Co-ordinated Care, IHI Triple Aim, IHI: Institute for Healthcare Improvement, Institute for Healthcare Improvement (IHI), Integrated Care Pioneers, Integrated Care Systems, Integration of Health and Social Care, Integration of Health and Social Care for Older People, Integration of Physical and Mental Health, Joined-Up Care, Joy in Work, Long-Term Conditions (LTCs), Making the NHS Among the Best in Europe, Making the NHS Among the Best in the World, Multi-Disciplinary Teams, Multi-Disciplinary Working, New Care Models, New Models of Care, New Models of Seamless Care, New Models of Service, NHS 70 (NHS 70th Birthday), NHS Sustainability, NHS: Safest Healthcare System in the World (Ambition), Potboiler, Professor Don Berwick, Quadruple Aim for All, Reducing Waste in the NHS, Sustainability, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship
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Primary Care Home: a New Model of Primary Care (NAPC / Nuffield Trust / SCIE / PA Consulting Group)
Summary The National Association of Primary Care (NAPC) has recently proposed an alternative model pf primary care, which is intended to realign primary care resources around the health and social needs of local communities. It involves “primary, community, mental, social … Continue reading →
Posted in Charitable Bodies, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Local Interest, Management of Condition, National, NHS, Non-Pharmacological Treatments, Nuffield Trust, Patient Care Pathway, Person-Centred Care, Personalisation, Quick Insights, SCIE, Standards, UK, Universal Interest, Wolverhampton
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Tagged 1st Care Cumbria: Primary Care Home (PCH) Test Site, 3Sixty Care: Primary Care Home (PCH) Community of Practice Partner, Accountable Care Organisations (ACOs), Accountable Care Systems (ACSs), Alternatives to Hospital Admission, Ashford Clinical Providers Network Ltd (Federation): Primary Care Home (PCH) Community of Practice Partner, Avoidable Hospital Admissions, Barriers to the PCH Model, Beacon Medical Group: Primary Care Home (PCH) Test Site, Better Out-of-Hospital Care to Prevent Attendance and Admissions, Beyond Integrated Care: Population Health Systems, Broadstairs PCH: Primary Care Home (PCH) Community of Practice Partner, Burgess Hill and Villages PCH: Primary Care Home (PCH) Community of Practice Partner, Care Closer to Home, Care Homes, Central Crewe Cluster: Primary Care Home (PCH) Community of Practice Partner, Clarity of Terminology (Improvement), Clinical Commissioning Groups (CCGs), Collaboration, Collaboration: Working Across Boundaries, Collaborative Care, Collaborative Care or Combined Teams, Collaborative Care Planning, Collaborative Care Teams, Collaborative Working, Community Health Initiatives, Community Involvement, Complex Patients at Risk of Hospital Admission, Derwentside Healthcare LTD: Primary Care Home (PCH) Community of Practice Partner, Diabetes Care, Diabetes Epidemic, Diabetes Prevention, Discharge and Out of Hospital Care, Dorking Primary Care Home: Primary Care Home (PCH) Community of Practice Partner, Durham Dales Easington and Sedgefield CCG: Primary Care Home (PCH) Community of Practice Partner, East Cornwall Primary Care Home: Primary Care Home (PCH) Community of Practice Partner, East Norfolk Medical Practice: Primary Care Home (PCH) Community of Practice Partner, Economic Sustainability, Enablers for the PCH Model, Evaluation of PCH Model, Financial Sustainability in the NHS, Five Year Forward View - Next Steps: Sustainability and Transformation Partnerships, Frail Patients on Discharge From Hospital, Frailty, Frailty Clinics, Hammersmith and Fulham GP Federation (Network3): Primary Care Home (PCH) Community of Practice Partner, Hampstead Primary Care Neighbourhood: Primary Care Home (PCH) Community of Practice Partner, Hard to Reach Groups, Hard-to-Engage Diabetics, Haywards Heath PCH: Primary Care Home (PCH) Community of Practice Partner, Health and Social Care Integration, Health and Social Care Services, Healthy East Grinstead Partnership: Primary Care Home (PCH) Test Site, Herne Bay Health Care: Primary Care Home (PCH) Community of Practice Partner, Horsham PCH: Primary Care Home (PCH) Community of Practice Partner, IHI Triple Aim, Improving Local Public Health, Improving Population Health, Inappropriate Hospital Admissions, Integrated care Exeter: Primary Care Home (PCH) Community of Practice Partner, Integrated Out-of-Hospital Care, Integrated Teams, Integrated Teams of Practice and Community Staff, Integrating Health and Social Care, Inter-Team Working, Interdisciplinary Teams, Joint Working, Joint Working Between NHS and Social Care Systems, Larwood and Bawtry Primary Care Home: Primary Care Home (PCH) Test Site, Leadership Across Local Areas, Lewes Health Hub: Primary Care Home (PCH) Community of Practice Partner, Lichfield / Burntwood Network: Primary Care Home (PCH) Community of Practice Partner, Local Health and Social Care Economies, Local Leadership, Local Leadership for Healthy Communities, Local Public Health, Local Solutions: Place-Based Approaches, Local Sustainability and Transformation Plans (STPs), Long-Term Care (LTC), Long-Term Conditions (LTCs), Lostwithiel Fowey St Blazey Primary Care Network : Primary Care Home (PCH) Community of Practice Partner, Luton Primary Care Cluster: Primary Care Home (PCH) Test Site, Margate PCH: Primary Care Home (PCH) Community of Practice Partner, Middlewood Ltd: Primary Care Home (PCH) Community of Practice Partner, Moving Healthcare Closer to Home, Multi-Disciplinary Teams, Multiple Medications (Polypharmacy), National Association of Primary Care (NAPC), National Association of Primary Care (NAPC) Pilots, New Care Models, New Care Models Programme, New Models of Care, New Models of Primary Care, New Models of Service, Newgate Medical Group: Primary Care Home (PCH) Community of Practice Partner, Newport District Neighbourhood Project: Primary Care Home (PCH) Community of Practice Partner, Newport Pagnell Medical Centre: Primary Care Home (PCH) Community of Practice Partner, NHS England’s New Care Models Team, NHS England’s New Models of Care Programme, NHS Networks, NHS Sustainability, NHS Terminology, NHS Wolverhampton CCG, Nimbus Care York: Primary Care Home (PCH) Community of Practice Partner, North Cornwall MCP: Primary Care Home (PCH) Community of Practice Partner, Nottingham North and East Community Alliance: Primary Care Home (PCH) Test Site, OneLeeds PCH: Primary Care Home (PCH) Community of Practice Partner, Out of Hospital Community Care, Out-of-Hospital Care, Out-of-Hospital Services, PA Consulting, PA Consulting Group, Patients Needing Specialist Intervention, Patients Not Complying With Traditional Services, Patients With Diabetes, Patients With General Practice Access Issues, Patients With Polypharmacy Risks, PCH Rapid Test Sites (RTSs), Penwith PCH: Primary Care Home (PCH) Community of Practice Partner, Perranporth and Penryn PCH: Primary Care Home (PCH) Community of Practice Partner, Place-Based Collaboratives, Place-Based Leadership, Polypharmacy, Pooling Budgets, Population Health, Population Health Improvement, Population Health Perspective, Population Health Systems, Population Healthcare, Population-Level Data, Preventable Hospital Admissions, Primary Care, Primary Care Alternatives to Emergency Hospital Admissions, Primary Care Home (PCH) Community of Practice Partners, Primary Care Home (PCH) Model, Primary Care Home (PCH) Test Sites, Primary Care Home Community of Practice, Primary Care Home in Wolverhampton, Primary Care Home Programme, Primary Care Home Test Sites: by CCG and STP Footprint, Primary Care Transformation, Provider Sustainability, Quality and Sustainability, Quex PCH: Primary Care Home (PCH) Community of Practice Partner, Ramsgate PCH: Primary Care Home (PCH) Community of Practice Partner, Redditch and Bromsgrave Alliance: Primary Care Home (PCH) Community of Practice Partner, Redhill and Merstham: Primary Care Home (PCH) Community of Practice Partner, Reducing Inappropriate Polypharmacy, Reducing Unplanned Hospital Admissions, Regional Naming Authorities (RNAs), Richmond Primary Care Home: Primary Care Home (PCH) Test Site, Right Name Forever (RNF), Riverside Health Centre: Primary Care Home (PCH) Community of Practice Partner, Rugeley Practices PCH: Primary Care Home (PCH) Test Site, Rutland Medical Group: Primary Care Home (PCH) Community of Practice Partner, Social Care Institute for Excellence (SCIE), South Bristol Primary Care Collaborative: Primary Care Home (PCH) Test Site, South Camden Primary Care Neighbourhood: Primary Care Home (PCH) Community of Practice Partner, South Cheshire and Vale Royal Primary Care Home Network: Primary Care Home (PCH) Community of Practice Partner, South Durham Health CIC: Primary Care Home (PCH) Test Site, South Kent Coast Integrated Accountable Care : Primary Care Home (PCH) Community of Practice Partner, South Kerrier Locality PCH: Primary Care Home (PCH) Community of Practice Partner, St. Austell Healthcare: Primary Care Home (PCH) Test Site, Stafford Primary Care Alliance: Primary Care Home (PCH) Community of Practice Partner, STP Footprints, Strategic Nomenclature and Nuancing Unit (SNNU), Sustainability, Sustainability and Transformation Partnerships, Sustainability and Transformation Plans (STPs), Targeting Hard-to-Reach Groups, Thanet Health CIC: Primary Care Home (PCH) Test Site, The Breckland Alliance: Primary Care Home (PCH) Test Site, Treating Patients Without Hospital Admission, Triple Aim Initiative, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Truro PCH: Primary Care Home (PCH) Community of Practice Partner, Unnecessary Hospital Admissions, West Midlands Fire Service (WMFS), Winsford Group: Primary Care Home (PCH) Test Site, Wirral GP Provider Federation: Primary Care Home (PCH) Community of Practice Partner, Wolverhampton Care Collaborative: Primary Care Home (PCH) Community of Practice Partner, Wolverhampton Health Federation CIC, Wolverhampton Total Health Care (WTHC), Wolverhampton Total Health Care: Primary Care Home (PCH) Test Site, Working Across Boundaries, Wyre Forest Alliance: Primary Care Home (PCH) Community of Practice Partner
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Quality Improvement Metrics: a New System For Measuring Whole System Performance (IHI)
Summary Analysts at the Institute for Healthcare Improvement (IHI) in the United States have developed an improved set of measures by which to assess the performance of health care organisations and health care systems. Their “Whole System Measures 2.0 (WSM … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, International, Local Interest, Person-Centred Care, Quick Insights, Standards, Statistics
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Tagged Access, Access to Care, Access to Healthcare Services, Accountability, Accountability and Integration, Accountability in Health and Social Care, Accountable Care Organisations, Accountable Care Organisations (ACOs), Accountable Care Organisations (in United States and England), Accountable Financial Stewardship, Affordability, Affordability of Care, Avoidable Admissions, Avoidable Harm, Avoidable Hospital Admissions, Clinical Quality Dashboards, Community Wellbeing, Community Wellbeing and Health Equity, Corporate Accountability, Corporate Social Responsibility, Dashboards, Days to Third Next Available Appointment, Disparities in Infant Mortality Rates, Encouraging Healthy Behaviour, End-User Experience, Equity (Stratification of Whole System Measures), Experience of Care, Experience of Care Domain Measures, Financial Stewardship, Functional Health Outcomes Score, Governance and Accountability, Health Care Cost Per Capita, Health Care Costs, Health Care Workforce, Health Inequalities, Healthy Behaviour, Healthy Behaviours, Healthy Lifestyles, Hospital Aquired Conditions, Hospital Days Per Decedent During Last Six Months of Life, Hospital Readmission Percentage, Hospital Standardized Mortality Ratio (HSMR), Hospital-Acquired Infections, IHI Innovation Series, IHI Triple Aim, IHI: Institute for Healthcare Improvement, Improving Patient Experience, Improving Population Health, Incidence of Nonfatal Occupational Injuries and Illnesses, Institute for Healthcare Improvement (IHI), Lifestyle Intervention Programmes, Local Health and Care Economies, Local Health and Care Services, Local Health and Social Care Economies, Local Health and Wellbeing, Local Health Economies, Measuring Whole System Performance, Monitoring Health and Health Care, Mortality Rates, Obesity, Optimal Lifestyle Metrics, Overweight, Patient Experience, Patient Experience Score, Patient Harm, Patient Satisfaction with Care Score, Per Capita Cost of Care Domain Measures, Population Health, Population Health and Prevention, Population Health Domain Measures, Population Health Perspective, Population Health Systems, Population Healthcare, Preventable Adverse Events, Preventable Harm, Preventable Hospital Admissions, Prevention, Prevention Agenda, Prevention Approaches, Quality Improvement, Quality Improvement Metrics, RAND Delphi Procedure, Rate of Adverse Events, Reducing Health Inequalities, Reliability of Core Measures, Serious Reportable Events (SREs), Social Responsibility, Societal Footprints, Toyota Specification, Triple Aim Initiative, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Unadjusted Raw Mortality Percentage, United States, Unmet Care Needs, Unmet Health Needs, Unmet Needs, Unmet Needs of Family Carers, Unmet Social Care Needs, USA, User Experience, Vital Signs Measure, Whole System Dashboards, Whole System Measures 2.0 (WSM 2.0), Whole System Measures 2.0 IHI White Paper, Whole System Measures 2.0: White Paper (2016), Whole System Measures IHI White Paper (2007), Whole System Measures: White Paper (2007), Whole-System Approaches, Workforce Wellbeing
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Leading Change, Adding Value (NHS England / HEE / Department of Health)
Summary The Chief Nursing Officer for England has launched NHS England’s “Leading Change, Adding Value” framework for nursing, midwifery and care staff. It is based upon ten commitments, which comprise [quotation]: We will promote a culture where improving the population’s … Continue reading →
Posted in Acute Hospitals, Community Care, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Education England (HEE), In the News, Integrated Care, Management of Condition, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, 6 C’s of Nursing, Academic Health Science Networks, All Our Health, All Our Health (Public Health England), All Our Health: Healthcare Professionals Improving Health Outcomes and Reducing Health Inequalities, Assessment of Competence, Barts Health NHS Trust, Better Experience, Better Outcomes, Better Use of Resources, Breaking Down Boundaries Across Levels of Care and Settings, Cambridgeshire and Peterborough NHS Foundation Trust, Care and Compassion, Care and Quality, Central Manchester University Hospitals NHS Trust, Cheshire and Wirral Partnership NHS Foundation Trust, Chief Nursing Officer for England (CNO), Closing the Care and Quality Gap, Closing the Funding and Efficiency Gap, Closing the Health and Wellbeing Gap, Collaborative Working Across Care Sectors to Improve Patient Safety (Case Study), Compassion in Practice: National Vision and Strategy for Nurses, Compassionate Care, Compassionate Care in Acute Hospital Settings, Confidential Inquiry into Premature Deaths of People with Learning Disabilities (CIPOLD), Coordination Across Sectors for a Comprehensive Continuum of Services, Culture and Leadership, Culture Change, Culture of Candour, Culture of Care, Culture of Reflective Practice, Customer Service and Communication, Developing Innovative Ways to Rethink Service Delivery, Diabetes Training Programme (Case Study), Duty of Candour, Earn As You Learn, Efficiency Opportunities, Empowering and Engaging Patients, Enabling Compassionate Care in Acute Hospital Settings, Endless Winter in NHS (Allegation), Enhancing the Strength and Resilience of Health Systems, Experience of Care, First Response Service: a 24/7 Integrated Model For Urgent Mental Health Care (Case Study), Five Year Forward View, Five Year Forward View for Mental Health (2016), Former Health Secretary Jeremy Hunt, Frail Older People Moved in Hospitals at 3am (Allegation), Frail Older People Moved in Hospitals at Night, Funding and Efficiency, Funding and Efficiency Gap, Great Ormond Street Hospital for Children Foundation Trust, Health as a Social Movement (NHS England), Health Policy, Health Services, Healthcare Professionals Improving Health Outcomes and Reducing Health Inequalities (Public Health England's All Our Health), Healthy New Towns Programme, Healthy Places: Integrated Services for Local Populations, Homes for Nurses Scheme, Improvement of Working Conditions, Improving Health: Closing the Health and Wellbeing Gap, Improving Infection Control in Nursing Care Homes (Case Study), Improving Outcomes, Improving Outcomes for People Living With Dementia (Case Study), Integrated Services for Local Populations, Jane Cummings: Chief Nursing Officer for England, Janet Davies: RCN General Secretary, Jumbulances, Leading Change Adding Value Framework, Leading Change Adding Value Framework: Impact Measurement, Leading Change Adding Value Initiative, Leading Change Adding Value National Resources: Documents Tools and References, Learning Disabilities, Leeds Teaching Hospitals NHS Trust, Life Course Approach, Life Course Approaches to Supporting Wellbeing Resilience and Independence, Local Digital Roadmaps, Local Sustainability and Transformation Plans (STPs), Lord Carter Review, Lord Willis: Independent Chair of Shape of Caring Review, Making Every Contact Count, Making Every Contact Count (MECC), Making Every Contact Count Programme (MECC), Managing Processes for Quality and Better Outcomes, Mencap Report: Death By Indifference, Mental Health, Mental Health and Learning Disabilities, National Maternity Review (2016), National Resources: Documents Tools and References, National Voices, NHS Continuing Healthcare (NHS CHC), NHS Culture, 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, NHS Student Bursary Cuts, No Decision About Me Without Me, Nottingham University Hospitals NHS Trust, Nurses and Midwives, 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 Midwives and Care Assistants, Nursing, Nursing Apprentices, Nursing Associates, Nursing Associates - Health Education England Training Test Site: Bart’s Health NHS Trust, Nursing Associates - Health Education England Training Test Site: Cambridgeshire and Peterborough NHS Foundation Trust, Nursing Associates - Health Education England Training Test Site: Central Manchester University Hospitals NHS Trust, Nursing Associates - Health Education England Training Test Site: Cheshire and Wirral Partnership NHS Foundation Trust, Nursing Associates - Health Education England Training Test Site: Great Ormond Street Hospital for Children Foundation Trust, Nursing Associates - Health Education England Training Test Site: Leeds Teaching Hospitals NHS Trust, Nursing Associates - Health Education England Training Test Site: Nottingham University Hospitals NHS Trust, Nursing Associates - Health Education England Training Test Site: Royal Devon and Exeter NHS Foundation Trust, Nursing Associates - Health Education England Training Test Site: St George’s University Hospitals NHS Foundation Trust, Nursing Associates - Health Education England Training Test Site: Walsall Healthcare NHS Trust, Nursing Associates - Health Education England Training Test Site: Whittington Health NHS Trust, Nursing Associates - Health Education England Training Test Sites, Nursing Degree Apprenticeships, Nursing Workforce Reforms (October 2017), Organisational and Cultural Barriers, Outcomes Important To Me, Overcoming Barriers, Participation and Social Mobility, Population Health and Prevention, Productivity, Public Health England's All Our Health Framework, Raising the Bar: Shape of Caring Review Report, RCN Conference (2016), Reacting to Red - Developing a Whole Health and Social Care Economy Approach to Preventing and Reducing Pressure Ulcers (Case Study), Recovery Coaching in an Older Persons Acute Rehabilitation Ward (Case Study), Releasing Nursing Time While Providing Safer Care (Case Study), Right Care Approach, Right Care Casebooks, Right Care Programme, Right Staff Right Skills Right Place Right Time (National Quality Board), Right Staff With the Right Skills in the Right Place at the Right Time (National Quality Board), Rightcare Programme, Role of the Enhanced Practice Nurse (Case Study), Royal Devon and Exeter NHS Foundation Trust, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Self-Management, Self-Management Support, Shape of Caring Review “Raising the Bar” Report, Shape of Caring Review Report (2015), Sickle Cell Disease (SCD), Sickle Cell Disease: Calls For Better Training and Awareness (RCN), Six C’s (Jane Cummings: Chief Nursing Officer for England), St George’s University Hospitals NHS Foundation Trust, Staff Demoralisation and Creeping Defeatism (Allegation), Teaching Care Homes (Case Study), Technology and Informatics, Telemedicine in Care Homes (Case Study), Ten Commitments (Jane Cummings: Chief Nursing Officer for England), Ten Commitments (NHS England), Ten Commitments to Support Action of Nursing Midwifery and Care Staff, The 10 Commitments: Professor Jane Cummings, Transforming Care: Closing the Care and Quality Gap, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Unwarranted Variations, Using Social Media for Reaching Women and Families in Healthcare Services (Case Study), Voices of Users, Volunteering and Social Action, Walsall Healthcare NHS Trust, Where-What-How (Right Care Approach), Whittington Health NHS Trust, Winter Pressues and Associated Failings "New Norm" (Allegation), Workforce, Working Conditions (Nurses)
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NHS England Business Plan for 2016/17: Understanding the NHS Policy Big Picture (NHS England)
Summary NHS England’s business plan for 2016/17 carries forwards many of the main themes from the previous year, based broadly on the agenda of the Five Year Forward View. The grand themes are: Improving health: closing the health and wellbeing … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, Diagnosis, For Carers (mostly), 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, Mental Health, Models of Dementia Care, National, NHS, NHS England, NHS Improvement, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, Statistics, Telecare, Telehealth, UK, Universal Interest
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Tagged 2016/17 NHS England Mandate Funding, 2016/17 NHS England Programme Budgets (Breakdown By Corporate Priorities), 2016/17 NHS England Running Cost Budgets, 2016/17 NHS England Running Costs Budgets, 5YFV: NHS Five Year Forward View, Access to Elective Care, Access to Mental Health Services, Achieving World-Class Cancer Outcomes, Active Workforce Campaign, Adult Social Care Services, Ageing and Dementia, Ageing Policy in the UK, Ageing Population, Ageing Society, Apprenticeships Programme, Better Births, Cancer Alliances, Cancer Treatment, Cancer Treatment Standards, Child and Adolescent Mental Health Services, Children and Young People IAPT Programme, Closing the Care and Quality Gap, Closing the Finance and Efficiency Gap, Closing the Health and Wellbeing Gap, Commissioning for Transformation, Community Services and Primary Care, Controlling Costs and Enabling Change, Controlling Costs and Enabling Change: Closing the Finance and Efficiency Gap, Crisis Care Concordat, Demand Management, Devolution, Diffusion of Innovation, Digital Maturity, Financial Pressures, Financial Sustainability in the NHS, Five Year Forward View, Five Year Forward View (NHS England), Funding Gap (NHS), Good Practice in Delivering Urgent and Emergency Care, Health Care Reform, Health Inequalities, Health Policy, IAPT: Improving Access to Psychological Therapies, Improving Access to Healthcare, Improving Access to Mental Health Services by 2020, Improving Access to Psychological Therapies (IAPT), Improving Health, Improving Health: Closing the Health and Wellbeing Gap, Information Revolution, Innovation, Integrated Personal Commissioning (IPC), Integration of Health and Social Care, Investing for Transformation, Liaison and Diversion Services, Maternity, Mental Health Crisis Care Concordat, Mental Health Taskforce Report, National Cancer Transformation Board, National Support for Locally Led Improvement, New Care Models: Vanguard Sites, NHS Citizens’ Active Communities Alliance, NHS Citizens’ Participation Academy, NHS Citizens’ People Bank, NHS Diabetes Prevention Programme, NHS England (Formerly the NHS Commissioning Board), NHS England Business Plan for 2016/17, NHS England Five Year Forward View, NHS England Running Costs Budgets, NHS England's Realising the Value Programme, NHS Five Year Forward View (5YFV), NHS Improving Quality, NHS Mental Health Services, NHS Outcomes Framework, NHS Outcomes Framework for 2016-17, NHS Policy, NHS Reform, NHS Service Reconfiguration, NHS Spending, NHS Structures: Complexity and Confusion (PwC Allegation), Obesity, Out of Hours Services, Parity of Esteem, Patient Activation, Patient and Community Empowerment, Patient and Public Participation, Patient Choice, Patient Control, Patient Empowerment, Patient Experience, Patient Safety, Patient Supported Self-Management Programme, Personal Health Budgets (PHBs), Personalised Health and Care 2020, Post-Diagnosis Support, Post-Diagnostic Support, Post‐Diagnostic Support, Prevalence of Unpaid Care, Preventative Care, Prevention, Preventive Care, Primary Care Support Services, Productivity Improvements, PwC LLP, Realising the Value Programme, Redesigning Care Pathways, Redesigning Services, Rt Hon. Alan Milburn, Safer Faster Better: Good Practice in Delivering Urgent and Emergency Care, Science and Innovation, Self Management of Chronic Disease, Self-Care, Self-Help, Service Redesign, Service Redesign (Telehealth), Service Transformation, Sexual Assault Referral Centres, Simon Stevens: Chief Executive of NHS England, Standards, Strategic Planning, Strategic Planning and Commissioning, Support for People with Complex Needs, Support for Self Management, Supporting Carers, Supporting Research and Innovation, Supporting Self-Care, Sustainability and Transformation Plan, Sustainability and Transformation Plans (STPs), Tackling Barriers to Innovation, Technology and Innovation, Thinking Like a Patient and Acting Like a Taxpayer, Transformational Technologies, Transformative Technology, Transforming Care, Transforming Care Programme, Transforming Care: Closing the Care and Quality Gap, Transforming Community Services (TCS), Transforming Urgent and Emergency Care Services, Transparency, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Urgent and Emergency Care Networks, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England, Whole System Transformation
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