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Tag Archives: Urgent and Emergency Care
BBC’s NHS Tracker Service: Re-Launched (BBC News)
Summary The BBC has launched a new improved version of the online NHS Tracker, in readiness for anticipated Winter-pressures. This service allows local variations in service performance to be viewed by postcode. Updates will be added to reflect monthly and … Continue reading →
Posted in Acute Hospitals, BBC News, 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, Local Interest, Management of Condition, National, NHS, Northern Ireland, Quick Insights, Scotland, Standards, Statistics, UK, Universal Interest, Wales
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Tagged 62 Day Cancer Waiting Standard, A&E Four-Hour Wait Standard, A&E Quality Indicators, Access Targets, Access Times for Planned Treatments, Access to Hospital Care, Accident & Emergency, Accident and Emergency Departments, Accident and Emergency: NHS Performance Indicators, Acute Care, Acute Hospital Care, Ageing and Society, Ageing Population, BBC Data Team, BBC Health News, BBC's NHS Winter Project, Cancer Care Waiting Time Target, Four-Hour A&E Waiting Time Target, Geographical Variations, Key Performance Indicators, Local NHS Performance Tracking Service (NHS Winter Project), Local Variations, London North West Healthcare NHS Trust, London North West Healthcare NHS Trust: Preparations Ahead of Winter 2017/8 (Extra Funding), NHS in Winter (BBC News), NHS Performance Indicators, NHS Sustainability, NHS Tracker Service (BBC's NHS Winter Project), NHS Winter Crisis, NHS Winter Project (BBC News NHS Tracker Service), NHS Winter Project (BBC News), North Tees and Hartlepool NHS Foundation Trust, Northwick Park Hospital, Performance Indicators, Performance Targets, Planned Operations Waiting Time Target, Planned Treatment, Quality and Sustainability, Quality of Health Care, Quality Standards, Sustainability, Target Culture, Target-Driven Behaviour, Target-Driven Priorities, Targets and Performance Management, University Hospital Of North Tees, Unscheduled Admissions, Unwarranted Variations, Urgent and Emergency Care, Urgent and Emergency Care Review, Urgent and Emergency Services, Variations in Service, Waiting Time Target Breaches, Waiting Time Targets in the NHS in England, Waiting Times for Planned Treatments, Winter Preparedness, Winter Pressures
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Quality Improvement in Urgent and Emergency Care (NHS Improvement / NHS England / Department of Health)
Summary An earlier BBC News description of the problem: Full Text Link Reference Cawley, L. (2017). Four-hour accident and emergency waits rise 300% at some hospitals. London: BBC Health News, March 16th 2017. Further context and introductory analysis: Full Text … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), In the News, Integrated Care, Local Interest, Management of Condition, National, NHS, NHS Confederation, NHS England, NHS Evidence, Non-Pharmacological Treatments, Nuffield Trust, Person-Centred Care, Quick Insights, Royal Wolverhampton NHS Trust, Standards, UK, Universal Interest, Wolverhampton
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Tagged 2017-19 Integration and Better Care Fund Policy Framework, A&E, A&E Waiting Times and Activity, Access to Urgent and Emergency Care, Accident and Emergency Doctors, Accountable Care Organisations (ACOs), Acute Assessment (Improving Patient Flow in Urgent and Emergency Care), Acute Bed Capacity, Acute Care, Acute Care Collaboration, Acute Care Services, Acute Hospital A&E and Liaison Mental Health Teams, Acute Hospital A&E and Liaison Mental Health Teams: Transforming Mental Health Crisis Care (NHS England), Acute Hospital Care, Acute Medical Care for Frail Older People, Acute Medical Care of Elderly People, Acute Medical Unit Consultant Input, Acute Medicine Units (AMUs), Admission Transfer and Discharge (Improving Patient Flow in Urgent and Emergency Care), Ageing and Society, Ageing Population, Ambulance Handovers, Ambulance Handovers (Improving Patient Flow in Urgent and Emergency Care), Ambulance Response Programme (ARP), Ambulance Service Targets, Ambulance Services, Ambulatory Emergency Care (Improving Patient Flow in Urgent and Emergency Care), Association of Ambulance Chief Executives (AACE), Avoidable Acute Hospital Admission in Older People, Avoidable Admissions, Avoidable Emergency Admissions, Avoidable Hospital Admissions, Avoiding Unplanned Admissions, Barts Health NHS Trust, BBC Health News, Bristol Royal Infirmary, British Geriatrics Society (BGS), Cambridgeshire and Peterborough NHS Foundation Trust (CPFT), Centrally Coordinated Patient Flow (Use of Data in Hospital’s Dashboard), Centre for Urgent and Emergency Care, Chris Hopson: Chief Executive of NHS Providers, Clinical Decision Units (CDUs), Clinical Decision Units (Improving Patient Flow in Urgent and Emergency Care), Cm, Commons Health Select Committee, Consultant Input, Delayed Transfers of Care, Delayed Transfers of Care (DTOC), Demand Driven by Alcohol Consumption, Demand Management, Developing Trusted Assessment Schemes, Discharge and Out of Hospital Care, Dispatch on Disposition (DoD), Dysfunctional Patient Flow, Early Senior Assessment, Early Senior Review of Patients, Early Supported Discharge (ESD), East and North Hertfordshire Care Home Vanguard, ECIP, ECIP: Emergency Care Improvement Programme, Emergency Admissions, Emergency Ambulance Services, Emergency and Urgent Care Services, Emergency Assessment Unit (EAU), Emergency Assessment Units, Emergency Assessment Units (EAUs), Emergency Attendances, Emergency Bed Use, Emergency Care, Emergency Care ACP Curriculum, Emergency Care Improvement Programme (ECIP), Emergency Care Intensive Support Team (ECIST), Emergency Centres, Emergency Departments, Emergency Departments (Improving Patient Flow in Urgent and Emergency Care), Emergency Flow Improvement Tool, Emergency Medical Services (EMS), Emergency Medicine Consultants, Emergency Services, Evolving Demand, Factors Behind Increasing Emergency Admissions, Factors in Increased Use of Urgent and Emergency Care, Flow Within Hospitals, Four-Hour A&E Waiting Time Target, Frailty, Frailty (Improving Patient Flow in Urgent and Emergency Care), Funding, Government Response to Health Select Committee Report on Winter Pressure in Accident and Emergency Departments (2017), GP Services Co-Located With A&E Department, GPs Co-Located With A&E Department, Health Education England West Midlands, Health First (USA), Health Select Committee, Health Select Committee (HSC), Health Select Committee Inquiry, Health Select Committee Report on Winter Pressure in Accident and Emergency Departments, High Impact Change Model (HICM), Homes Regional Medical Centre (Florida), Hospital Bed Capacity, House of Commons Health Select Committee, Improving Patient Flow in Urgent and Emergency Care, Inappropriate Accident and Emergency Department Attendances, Increasing Bed Capacity, Integrated and Community-Based Care, Integrated Emergency Department (A&E), Luton and Dunstable University NHS Foundation Trust, Management of System, MDTs: Multidisciplinary Teams, Medical Workforce, Mental Health (Improving Patient Flow in Urgent and Emergency Care), Mental Health Crisis First Response Service (FRS) and Sanctuaries, Mid-Cheshire NHS Foundation Trust, National Priorities for Acute Hospitals (2017), Next steps on the NHS Five Year Forward View (2017), NHS England Urgent and Emergency Care Review Team, NHS Improvement, NHS in Winter (BBC News), NHS Winter Crisis, NHS111 Directory of Services (DoS), NHSI: NHS Improvement, Non-Medical Workforce, Out-of-Hours GP Services Co-Located With A&E Department, Patient flow, Patient Flow Within Hospitals, Pauline Philip: NHS England's National Director for Urgent and Emergency Care, Payment Mechanisms, Pharmacist Involvement, Poole Hospital NHS Foundation Trust, Poole Hospital NHS Foundation Trust: Acute Frailty Service, Preparations for Winter, Preventable Hospital Admissions, Preventing Avoidable Emergency Admissions, Prevention of Avoidable Emergency Admissions: Case Management, Prevention of Avoidable Emergency Admissions: Crisis Resolution Teams, Prevention of Avoidable Emergency Admissions: Intermediate Care, Prevention of Avoidable Emergency Admissions: Proactive Management of Long-Term Conditions, Prevention of Avoidable Emergency Admissions: Team-Based Interventions in A&E, Primary Care Streaming (Improving Patient Flow in Urgent and Emergency Care), Priorities for Acute Hospitals, Rapid Improvement Guide to Trusted Assessors, Real Time Locating Software (RTLS), Real-Time Locating Software (RTLS) to Improve Patient Flow, Reasons for Short Stay Emergency Admissions, Recognition and Diagnosis of Frailty, Red2Green Bed Days, Red2Green Rapid Improvement Guide, Reducing Unnecessary Admissions, Reducing Unplanned Hospital Admissions, Reducing Unscheduled Admissions, Review of Winter 2016/17 (NHS Improvement and NHS England), Royal Berkshire NHS Foundation Trust Emergency Department, Royal College of Emergency Medicine (RCEM), Royal College of Physicians (RCP), Royal College of Surgeons (RCS), SAFER Patient Flow Bundle, SAFER Patient Flow Bundle and Red2Green Days (Improving Patient Flow in Urgent and Emergency Care), Salford Royal NHS Foundation Trust, Salford Royal NHS Foundation Trust (SRFT), Sarah Wollaston: Chair of the House of Commons Health Select Committee, Sarasota Memorial Health Care System, Sarasota Memorial Hospital, Senior Clinical Input, Senior Review of Patients, Short Stay Admissions, Society for Acute Medicine (SAM), South Warwickshire NHS Foundation Trust, South Warwickshire’s Trusted Assessment Form, Specialties (Improving Patient Flow in Urgent and Emergency Care), Staffing, Supporting Adult Social Care to Maintain Patient Flow, Team-Based Interventions in A&E, Tele-tracking Technology, TeleTracking, TeleTracking Technologies Inc, Trusted Assessment (Improving Patient Flow in Urgent and Emergency Care), Trusted Assessment Implementation Checklist, Trusted Assessors, University Hospitals Bristol NHS Foundation Trust, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care Pathways, Urgent and Emergency Care Review, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England, Using Primary Care to Reduce Demand, Western Sussex Hospitals NHS Foundation Trust, Winter From Hell: 2016-7 (Allegation), Winter Preparedness, Winter Pressure in Accident and Emergency Departments (House of Commons Health Select Committee: HC 277), Winter Pressures
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Approaches to the Reduction of Preventable Hospital Admissions: a Systematic Review (BMJ Open)
Summary A recent systematic review examined the alternatives to hospital admission for older patients at risk of unplanned hospitalisation. The broad categories of interventions considered were (i) improved use of paramedic / emergency care practitioners, (ii) interventions based in emergency … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Models of Dementia Care, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Standards, Statistics, Stroke, Systematic Reviews, UK, Universal Interest
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Tagged Acute Hospital Care, Ageing and Society, Ageing Population, Avoidable Acute Hospital Admission in Older People, Avoidable Admissions, Avoidable Emergency Admissions, Avoidable Hospital Admissions, Avoiding Unplanned Admissions, BMJ Open, BMJ Publishing Group Ltd, Bristol, Bristol Randomised Trials Collaboration: University of Bristol, Brunelcare: Saffron Gardens (Bristol), Case Management, Centre for Academic Primary Care: University of Bristol, Chronic Obstructive Pulmonary Disease (COPD), Community Hospitals, COPD: Chronic Obstructive Pulmonary Disease, Crisis Resolution Teams, Department of Emergency Medicine: University Hospitals Bristol NHS Foundation Trust, Emergency Admissions, Emergency and Urgent Care Services, Emergency Attendances, Emergency Care, Emergency Centres, Emergency Departments, Emergency Medical Services (EMS), Emergency Services, Factors Behind Increasing Emergency Admissions, Factors in Increased Use of Urgent and Emergency Care, Faculty of Health and Applied Sciences: University of the West of England, HaH Interventions, HaH: Hospital at Home, Health Economics at Bristol: University of Bristol, Heart Failure, Intermediate Care, Pneumonia, Preventable Hospital Admissions, Preventing Avoidable Emergency Admissions, Prevention of Avoidable Emergency Admissions: Case Management, Prevention of Avoidable Emergency Admissions: Crisis Resolution Teams, Prevention of Avoidable Emergency Admissions: Intermediate Care, Prevention of Avoidable Emergency Admissions: Proactive Management of Long-Term Conditions, Prevention of Avoidable Emergency Admissions: Team-Based Interventions in A&E, Prevention of Avoidable Emergency Admissions: Telehealth, Proactive Management of Long-Term Conditions, Pulmonary Embolism, Reasons for Short Stay Emergency Admissions, Reducing Unnecessary Admissions, Reducing Unplanned Hospital Admissions, Reducing Unscheduled Admissions, School of Social and Community Medicine: University of Bristol, Systematic Review, Systematic Reviews and Meta-Analyses, Uncomplicated Diverticulitis, University Hospitals Bristol NHS Foundation Trust, University of Bristol, University of the West of England, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care Pathways, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England
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Integration 2020: Towards an Integration Standard for Health and Social Care (SCIE)
Summary The Social Care Institute for Excellence (SCIE)’s “Integration 2020” research was commissioned by the Department of Health to help plan for more integrated health and social care. This report clarifies what better integration of health and care is expected … Continue reading →
Posted in Commissioning, Community Care, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Local Interest, Management of Condition, Mental Health, National, NHS, NHS England, Person-Centred Care, Quick Insights, SCIE, Standards, Statistics, UK, Universal Interest
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Tagged Ageing Population, All Together Better, Association, Barriers and Facilitators to Integration by 2020, Barriers to Integration, Berkshire Healthcare NHS, Better Care Fund (BCF), Better Care Fund Graduation, Birmingham City Council, Black Country Partnership NHS Foundation Trust, Care Closer to Home, Care England, Care Planning, Care Quality Commission, Careline, Collaborate, Continuously Improving Value for Money, Delayed Discharges, Department for Communities and Local Government, Devolution and Local Place-Shaping, Digital Interoperability, Digital Maturity Index, Discharge Planning, Discharge Support, Dudley and Walsall Mental Health Partnership NHS Trust, Dudley CCG, Dudley CVS, Dudley Group NHS Foundation Trust, Dudley Healthwatch, Dudley MBC, Dudley’s Multispecialty Community Provider Model, Five Year Forward View (NHS England), foundation trust, Health and Care Suitable for an Ageing Population, Health and Social Care, Health and Social Care Delivery Models, Health and Social Care in the Community, Health and Social Care Integration, Health and Social Care Services, High-Risk Cohorts Targeted, Home Group, Innovation and Training (MERIT) in the West Midlands, Integrated and Community-Based Care, Integrated Care and Support, Integrated Care in Dudley, Integrated Care in Mid-Nottinghamshire, Integrated Care in Southampton, Integrated Care in York, Integrated Care Plans, Integrated Community Care, Integrated Health and Care 2020: Integration 2020, Integrated Personal Commissioning (IPC), Integrated Urgent and Emergency Care, Integration 2020: an Integration Standard for Health and Social Care, Integration Agenda, Integration by 2020, Integration of Health and Care, Integration Pioneer, Integration Scorecard, Integration Scorecard 2020, Local Authorities, Local Government Association, Local Sustainability and Transformation Plans (STPs), Long-Term Conditions (LTCs), Mansfield District Council, MCP Logic Model, Measuring Progress and Outcomes, Mental Health, Mental Health Alliance for Excellence, Modality in Birmingham and Sandwell, Moving Healthcare Closer to Home, National Care Forum, National Voices, New Care Models, New Models of Care Programme, NHS Confed, NHS England’s Five Year Forward View, NHS Providers, North West London, Nottinghamshire County Council, Personal Budgets for Older People, Personalisation, Personalised Care Plans, Preventive Support: Risk Stratification for Case Finding, Priory Medical Group, Reconfiguration of Health Care Services, Resilience, Risk Stratification, Risk Stratification Programmes, Scottish Government, Single Assessment and Care Plans, Single Assessment and Integrated Care Planning, Social Care Embedded in Urgent and Emergency Care, Social Care Institute for Excellence (SCIE), Southampton City CCG, Southampton City Council, Sustainability and Transformation Plans (STPs), The Health Foundation, The Leadership Centre, The Social Work for Better, Timely and Safe Discharges, United Kingdom Homecare, Urgent and Emergency Care, Urgent and Emergency Care Commissioning, Value for Money
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NHS England’s Five Year Forward View: Next Steps On (NHS England)
Summary The latest official review of progress against the NHS Five Year Forward View, marking two and a half years since it was launched in October 2014, presents practical and realistic strategic steps intended to allow the NHS deliver better … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Diagnosis, End of Life Care, 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, National, NHS, NHS England, Person-Centred Care, Personalisation, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Access to GP Services, Accountable Care Organisations (ACOs), Accountable Care Systems, Acute GDEs, Ageing Population, Best Value for Taxpayers, Building Health Partnerships (BHP), Cally Palmer: NHS England’s NHS National Cancer Director, Cancer Care, Cancer Survival, Cancer Survival Rates in England, Cancer Waiting Times, Cardiovascular Disease (CVD), Challenges of Urgent and Emergency Care, Claire Murdoch: NHS England’s National Director for Mental Health, Closing the Cancer Survival Gap, Closing the Finance and Efficiency Gap, Closing the Funding and Efficiency Gap, Community Participation and Involvement, CVD: Cardiovascular Disease, David Behan: Chief Executive of Care Quality Commission, Dementia Diagnosis Rates, Dementia-Friendly Communities, Diabetes Prevention Programme, Digitising Hospitals, Dr Arvind Madan: NHS England’s Director of Primary Care, Dr Jonathan Leach: Chair of NHS England’s Armed Forces and their Families Clinical Reference Group, Duty of Best Value, Economic Sustainability, Education and Training, Efficiency Savings, Elective Waiting Times, eRedbook, Failure to Meet Patients’ Needs, Finance, Financial Constraints, Financial Context, Financial Difficulties, Financial Issues, Financial Management, Financial Performance, Financial Planning, Financial Pressure in the NHS, Financial Pressures, Financial Resilience, Financial Sustainability in the NHS, Five Year Forward View (FYFV) for Mental Health, Five Year Forward View (NHS England), Five Year Forward View - Next Steps: Accountable Care Systems, Five Year Forward View - Next Steps: Cancer Care, Five Year Forward View - Next Steps: Cancer Care Key Improvements for 2017/18 and 2018/19, Five Year Forward View - Next Steps: Community Participation and Involvement, Five Year Forward View - Next Steps: Digitising Hospitals, Five Year Forward View - Next Steps: Funding and Efficiency, Five Year Forward View - Next Steps: Harnessing Technology and Innovation, Five Year Forward View - Next Steps: Helping People Manage Their Own Health, Five Year Forward View - Next Steps: Innovation for Care Improvement, Five Year Forward View - Next Steps: Integrating Care Locally, Five Year Forward View - Next Steps: Key Patient Safety Improvements for 2017/18 and 2018/19, Five Year Forward View - Next Steps: Key Workforce Improvements for 2017/18 and 2018/19, Five Year Forward View - Next Steps: Mental Health, Five Year Forward View - Next Steps: Mental Health Key Improvements for 2017/18 and 2018/19, Five Year Forward View - Next Steps: New Care Models, Five Year Forward View - Next Steps: Patient Safety, Five Year Forward View - Next Steps: Primary Care, Five Year Forward View - Next Steps: Primary Care Key Improvements for 2017/18 and 2018/19, Five Year Forward View - Next Steps: Priorities and Trade-Offs, Five Year Forward View - Next Steps: Progress Since the Forward View 2014, Five Year Forward View - Next Steps: Strengthening the NHS Workforce, Five Year Forward View - Next Steps: Sustainability and Transformation Partnerships, Five Year Forward View - Next Steps: Technology to Support NHS Priorities, Five Year Forward View - Next Steps: The NHS in 2017, Five Year Forward View - Next Steps: The NHS’ 10 Point Efficiency Plan, Five Year Forward View - Next Steps: Urgent and Emergency Care, Five Year Forward View - Next Steps: Urgent and Emergency Care Key Deliverables for 2017/18 and 2018/19, Forces Veterans and Service Personnel, Funding and Efficiency, Funding and Efficiency Gap, GDEs: Global Digital Exemplars, General Practice Forward View (GPFV), General Practice Forward View (NHS England April 2016), General Practice Nursing, Global Digital Exemplar for Mental Health: Berkshire Healthcare NHS Foundation Trust, Global Digital Exemplar for Mental Health: Birmingham and Solihull Mental Health NHS Foundation Trust, Global Digital Exemplar for Mental Health: Mersey Care NHS Foundation Trust, Global Digital Exemplar for Mental Health: Northumberland, Global Digital Exemplar for Mental Health: Oxford Health NHS Foundation Trust, Global Digital Exemplar for Mental Health: South London and Maudsley NHS Foundation Trust, Global Digital Exemplar for Mental Health: Worcestershire Health and Care NHS Trust, Global Digital Exemplars, Global Digital Exemplars for Mental Health, Helping People Manage Own Health, High Impact Change Model, Hospital Waiting Times, Innovation and Improvement, Integrating Care Locally, Jane Cummings: Chief Nursing Officer for England, Janet Davies: Chief Executive and General Secretary of the Royal College of Nursing, Janet Davies: RCN General Secretary, Katherine Murphy: Chief Executive of the Patients Association, Lisa Bayliss-Pratt: Director of Nursing at Health Education England, Local Sustainability and Transformation Plans (STPs), Long Waiting Times, Mental Health - Global Digital Exemplars, New Care Models, Next steps on the NHS Five Year Forward View (2017), NHS Diabetes Prevention Programme, NHS Digital Academy, NHS England: Building Health Partnerships, NHS England’s Five Year Forward View, NHS England’s Five Year Forward View: Next Steps On, NHS Five Year Forward View (5YFV), NHS Five Year Forward View: Two and a Half Years On, NHS Workforce, NHS’ 10 Point Efficiency Plan, Nurse First, Nursing Workforce, Nursing Workforce Planning, Online Redbook, Out of Area Placements (OAPs), Out of Area Placements in Mental Health Services: Adults in Acute Inpatient Care, Patient Safety, Patient Safety Incident Management System (PSIMS), Paul Farmer (Mind), Paul Farmer: Chair of Mental Health Taskforce, Performance Targets, Planned Failure, Pragmatic Strategy (NHS England), Prevention, Prevention Agenda, Primary Care, Priorities and Trade-Offs, Professor Lisa Bayliss-Pratt: Director of Nursing and Deputy Director of Education and Quality at Health Education England, Professor Sir Simon Wessely: President of Royal College of Psychiatrists, Profile and Image of Nursing, Rationing, Rationing Care, Rationing: Limiting the NHS, Redbook (the Personal Child Health Record): eRedbook, Reducing Avoidable Demand, Reducing Out of Area Placements (OAPs), Retention (Nurses), Return to Practice, Sarah-Jane Marsh: Chair of NHS England’s Maternity Transformation Programme Board, Self-Care, Simon Stevens: Chief Executive of NHS England, Specialist Mental Health Liaison Care in A&E, Staff Retention, Support for Improving Dementia Diagnosis Rates, Surgeon Commodore Paul Hughes QHP FRCGP: Commander of Defence Primary Healthcare for the Ministry of Defence, Sustainability, Sustainability and Transformation Partnerships, Sustainability and Transformation Plan (STP), Technology and Innovation, Technology to Support NHS Priorities, Thinking Like a Patient and Acting Like a Taxpayer, Tyne and Wear NHS Foundation Trust, Upward Spending Pressures, Urgent and Emergency Care, Waiting Time Standards, Waiting Time Target Breaches, Wolverhampton Accountable Care System: Strategic Outline Case
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Health and Social Care Integration: a Tale of Over-Optimism? (NAO / BBC News)
Summary A recent National Audit Office (NAO) report warns that progress towards the integration of health and social care has been slower and less successful than expected. It has not yet delivered the efficiencies and savings that the Department of … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Community Care, Department of Health, 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, National Audit Office, NHS, NHS England, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Standards, Statistics, UK
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Tagged Accountability in Health and Social Care, Ashley McDougall: Director of National Audit Office, Barriers to Integration, BBC Health News, Better Care Fund (BCF), Better Care Fund 2015-16 Performance, Care for People with Dementia in the Community, Care in the Community, CCGs: Clinical Commissioning Groups, Clinical Commissioning Groups (CCGs), Community Care, Community Care Services, Community Rehabilitation, Community-Based Services, Continuity of Care, DCLG: Department for Communities and Local Government, Department for Communities and Local Government, Discharge Planning, Emergency Admissions, Emergency and Urgent Care Services, Emergency Attendances, Emergency Care, Emergency Readmissions, Emergency Readmissions to Hospital, Financial Issues, Financial Pressures, Five Year Forward View (NHS England), Funding Transfer to Local Authorities, Health and Social Care, Health and Social Care Delivery Models, Health and Social Care in the Community, Health and Social Care Integration, Health and Social Care Integration Fund, Health and Social Care Integration Pioneers, Health and Social Care Services, Health and Social Care: Integration Transformation Fund, Implications of Sustainability and Transformation Plans (STPs): Pre-Determined Solutions, Inappropriate Accident and Emergency Department Attendances, Innovation in Health and Social Care, Integrated and Community-Based Care, Integrated Care and Support, Integrated Care and Support Pioneers, Integrated Care and Support Pioneers Programme, Integrated Commissioning, Integrated Discharge Process, Integrated Emergency Department (A&E), Integrated Home and Community Care Services, Integrated Personal Commissioning (IPC), Integrated Services, Integrating Health and Social Care Services Across England by 2020, Integration of Health and Social Care, Integration Transformation Fund, Integration Transformation Fund (ITF), IPC: Integrated Personal Commissioning, Local Authorities, Local Sustainability and Transformation Plans (STPs), National Audit Office (NAO), New Care Models, New Care Models Programme, New Care Models: Vanguard Sites, NHS England’s Five Year Forward View, NHS Five Year Forward View (5YFV), NHS Funding, NHS Spending, NHS Sustainability, Over-Optimism (Brilliant Plans - Sluggish Systems), Over-Optimism (NHS Reform Versus Institutional Inertia), Partnership and Collaboration, Partnership Working, Patient Experience, Preventable Hospital Admissions, Primary Care, Primary Care Alternatives to Emergency Hospital Admissions, Primary Care Service Interventions, Primary Healthcare Provision, Professor Jane Dacre: President of Royal College of Physicians, Reconfiguration of Emergency Care System, Reducing Inappropriate Accident and Emergency Department Attendances, Reducing Unnecessary Admissions, Reducing Unscheduled Admissions, Self-Care, Service Transformation, Service User Experience, Sir Amyas Morse: Head of National Audit Office, Sustainability, Sustainability and Transformation Plans (STPs), Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Urgent and Emergency Care, Urgent and Emergency Care Services, Urgent and Emergency Services, Vanguards: New Care Models Programme, Web of Care For Patients With Dementia, Whole System Integration, Whole Systems Approach, Whole Systems Design, Whole-System Approaches
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Patient Flow or Patient Gridlock? (Health Foundation / BBC News)
Summary The Health Foundation’s latest report on whole systems approaches to patient flow attempts to supply a definitive guide on this topic for local health and social care economies in the UK. It summarises the state of current knowledge about … Continue reading →
Posted in Acute Hospitals, BBC News, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, In the News, Integrated Care, Local Interest, National, NHS, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Adult Social Care and Wellbeing, Advancing Quality Alliance (AQuA), Advancing Quality Alliance (AQuA) Programme, Advancing Quality Alliance’s (AQuA) Integrated Care Discovering Communities, Ambulance Delays at Emergency Departments, Ambulance Delays at Hospitals, Ambulance NHS Trusts, Ambulance Patients: Long A&E Handover Delays, Ambulance Pressures - Possible Service Innovations or Stratagems: Deploying Paramedics to Manage Queues, Ambulance Pressures - Possible Service Innovations or Stratagems: Giving Call Handlers Longer to Assess Calls, Ambulance Pressures - Possible Service Innovations or Stratagems: Tackling Timewasters and Hoax Calls, Ambulance Pressures - Possible Service Innovations or Stratagems: Treating Fewer Patients as Emergencies, Ambulance Pressures - Possible Service Innovations or Stratagems: Working With Mental Health Patients, Ambulance Quality Indicators, Ambulance Response Times, Ambulance Response Times: NHS Performance Indicators, Ambulance Services, Ambulance Targets, Anyborough Diagram of Local Health and Social Care Economy Care Journeys, AQuA (NHS Organisation), Bottlenecks, Challenges of Urgent and Emergency Care, Darlington Dementia Collaborative, Delayed Transfers of Care (DETOCs), Demand and Capacity, Discharge to Assess (D2A) Model, District Health Board for Canterbury (New Zealand), Dysfunctional Patient Flow, ECIP: Emergency Care Improvement Programme, Emergency Care Improvement Programme (ECIP), Failure Demand, Flow Cost Quality, Health and Social Care, Health and Social Care Configuration, Health and Social Care Integration, Health Foundation’s Flow Cost Quality Programme, Ideal Patient Flows, Improving Patient Flow, Integrated Care Partnership (ICP) Board: Wigan Borough, Integration of Health and Social Care for Older People, Joined-Up Strategy to Improve Whole System Flow, Local Health and Care Economies, Local Health and Care Services, Local Health and Social Care Economy Care Pathways, Local Health and Social Care Economy Enablers, Local Health Economies, Managing Patient Flow, Measuring Whole System Performance, Mental Health Triage, National System Change Levers, NHS Performance, NHS Performance Indicators, Patient flow, Patient Flow Within Hospitals, Patient Flows, Patients Waiting More Than Four Hours For Hospital Beds (Trolley Waits), Performance Targets, Reducing Delayed Transfers of Care, Royal Bolton Hospital NHS Foundation Trust, Safer Faster Better: Good Practice in Delivering Urgent and Emergency Care, Scottish Government’s 2020 Vision for the NHS, Sheffield Big Room, Sheffield Microsystem Coaching Academy: Improving Flow Programme, Sheffield Patient Flow, Sherwood Forest Hospitals Foundation Trust, Sherwood Forest Hospitals NHS Foundation Trust, Smoother Patient Flows, Tackling Failure Demand in Scotland, Transforming Urgent and Emergency Care Services in England, Trolley Wait Between 4 and 12 Hours: NHS Local Performance Tracking Service (NHS Winter Project), Trolley Waits, Urgent and Emergency Care, Whole System Integration, Whole System Patient Flows, Whole System Transformation, Whole Systems Approach, Whole Systems Design, Wigan Deal: Adult Social Care and Wellbeing, Wigan Integrated Care Partnership Board, Winona Health Transformation (USA), Wrightington Wigan and Leigh NHS Foundation Trust, WWLFT: Wrightington Wigan and Leigh NHS Foundation Trust
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