Resilience is the umbrella term NHS England has chosen for supporting general practice through one of its most challenging – and possibly transformational – periods since the NHS was founded three ears after the end of the Second World War | PCC
Resilience, collaboration and smarter working in general practice – That’s one of the main messages in the latest issue of Commissioning Excellence, which includes case studies on PCC’s support for the national resilience programme, our work in Wakefield to help five GP federations to come together as a confederation, an award-winning Gateshead practice’s use of a frailty nurse and practice champions to improve outcomes, and more accounts of the difference practice based clinical pharmacists are making.
This report evaluates the introduction of standards to improve acute and emergency care in London hospitals | Nuffield trust
Our evaluation draws on surveys and interviews with those responsible for developing the standards and the frontline staff responsible for making them a reality. We found that the introduction of the LQS worked well in making people aware of shortcomings in care, and drove real change in how people worked. Our initial statistical analysis did not show any evidence that they achieved consistent improvement in patient outcomes.
The most important factor in making the standards a reality was a bottom-up effort from clinicians. We saw some deficiencies in hospitals’ ability to manage complex changes, and evidence of a deep disconnect between frontline staff and top managers. The use of reconfiguration as a “stick” to drive the standards demotivated staff, and eventually came to be seen as an empty threat.
This new paper, an update to ‘From the Ground Up’, captures some of the learning and experience from our work on developing integrated practice | IPC
As local authorities and health organisations undergo significant periods of transformation, IPC has supported the cultural and organisational changes needed to deliver outcome-focused care, as well as operational design, from the start of the process through to implementation and evaluation.
The need to integrate care has long been a key issue and people’s understanding of what it takes to successfully implement it has evolved over time. There has been a shift of focus from co-location and organisational structures towards working with teams to clarify and consolidate the professional roles and relationships which will make integration work in practice.
Here, we explore ‘what works’, offering guidance to those embarking on a significant period of change and integration on what they may need to consider. It draws on IPC’s practice-based experience of integration across a range of different organisational set-ups and cultures.
Sustainability and Transformation Plans (STPs) are central to this process and all bids should be explicitly linked to the relevant local STP plans. This process is open to any STP, although individual organisations or alliances may bid on behalf of an STP for this funding; submission of applications must be via STPs.
Paul Baumann, NHS England’s chief financial officer, and Professor Jane Cummings, NHS England’s chief nursing officer, have launched a new national NHS continuing healthcare strategic improvement programme.
A collaborative engagement method will be at the centre of the programme’s approach. The NHS England team will work with CCGs to identify best practice and explore new approaches to improve NHS continuing healthcare.
Click here to read the joint letter published to launch the new national transformation programme
Here, in one of the most rural parts of the National Health Service, our clinicians are not just blessed with an excellent bedside manner. Increasingly, they are also becoming skilled in having a “webside manner” – as we harness the full potential of telemedicine to test out and develop a new model of care for the NHS.
We have adopted the same technology that NASA uses to ensure the health and well-being of their astronauts, like Major Tim Peake, as they orbit the Earth. But our approach is generating significant benefits not in space but much closer to home, as part of a project that is unprecedented in its size and scope.
NHS clinical commissioners in eight English cities are calling for more support from national NHS bodies to speed up efforts to transform people’s healthcare and wellbeing. They want greater flexibility when it comes to contracting services and sharing data so they can be better informed.
The call came in a report launched this week by the NHS Clinical Commissioners’ Core Cities Network at a conference in London.
Tim Moorhead, who chairs the network, said that clinical leaders in these cities had the knowledge and credibility to make “bold decisions” for their populations.
NHS Clinical Commissioners represents England’s clinical commissioning groups (CCGs). The Core Cities Network represents CCGs in eight “core” cities outside London: Birmingham, Bristol, Leeds, Liverpool, Manchester, Newcastle, Nottingham, and Sheffield. Its report said that CCGs were tackling “profound health challenges” as outlined by NHS England’s Five Year Forward View.
It details 15 case studies and interviews with CCG leaders to show the “progress” being made in the transformation of care. The report features programmes of work with the NHS, local councils, the voluntary sector, and other partners to reduce inequalities and improve people’s physical and mental health and wellbeing.
Examples include Sheffield’s pooling of £270m worth of budgets by the local council and the city’s CCG, Liverpool’s efforts to increase people’s physical activity, work by schools in Leeds to improve emotional wellbeing, and large scale “social prescribing” in Newcastle, in which patients with long term conditions are referred to social activities in the community.