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Found 518 results
  1. News Article
    The new health and social care secretary has asked officials to hastily organise several “hackathons” to try to address the crisis in ambulance performance. The first, which was instigated just last week, will take place tomorrow (28 July), and a second is planned for August, sources told HSJ. Messages from officials described the work as a “request from our new secretary of state” and explained the short notice by saying he was “pushing… quite strongly for something before the end of the month”. The aim is said to be to examine what is driving poor performance, and the Department of Health and Social Care is “particularly interested in understanding which factors reduce risk to patients”, according to one message seen by HSJ. Hackathons are short, time-limited collaborative design events, typically involving computer programmers and data scientists or analysts, which aim to result in working software or product on the chosen theme by the end. Read full story (paywalled) Source: HSJ, 27 July 2022
  2. News Article
    The NHS's approach to tackling children’s mental health is “threatening to overwhelm the social care system”, the president of the Association of Directors of Children’s Services has warned. Steve Crocker believes the NHS is “not doing a very good job” for children, describing how children are typically now waiting four months for a mental health assessment and over a year for treatment as being “simply not good enough”. He admitted he was being “deliberately provocative” around children’s mental health at the opening of the ADCS conference yesterday, as he wants to see “more collaboration” from the new Integrated Care Systems (ICSs), which were put on a statutory footing this month. Mr Crocker warned delegates that under the ICS reforms, there is an “ongoing risk that the needs of children are sidelined by the ongoing pressure in acute adult services”. “The House of Lords amendment ensuring each ICS has a children’s strategic lead was a welcome development, but does it go far enough?” he asked. Mr Crocker told LGC: “Children's mental health should be a priority for every ICS in the country. I can't imagine any reason why any ICS would not do that." Read full story Source: Local Government Chronicle, 8 July 2022
  3. News Article
    A drive to ‘transform’ access to urgent, emergency and planned care will be added to the goals of the NHS long-term plan, a document leaked to HSJ has revealed The long-term plan for the NHS was originally published in January 2019. Last September, NHS England said it was reviewing the commitments made within the plan, with senior officials warning that many of them could not be met after the damage of the pandemic. HSJ has seen a document prepared for the most recent meeting of the NHS Assembly which sets out NHSE’s approach to the refresh. Strategic developments expected include better joined-up community based and preventive care, transform access to urgent, emergency and planned care, improve care quality and operations, and tackle health inequalities, improve population health and develop a sustainable health service through greater collaboration. Read full story (paywalled) Source: HSJ, 24 June 2022
  4. News Article
    Government will pick five or six ‘integration frontrunner’ areas ‘to lead the way in developing and testing radical new approaches’ to speeding up discharge from acute hospitals. Along with NHS England, ministers today wrote to local NHS and council directors asking for bids to take part by 30 June. They said there was “a need to take a more fundamental look at [how the] system currently manages the discharge of patients, their post-acute care, and their access to high-quality social care”. The “discharge integration frontrunner sites” will focus on exploring “new service models, such as the delivery of a more integrated model for intermediate care across existing health and social care”, and “designing and testing new enabling arrangements, which might include new funding models, more integrated workforce models, or the deployment of new technologies”, their letter said. They said speeding up hospital discharge was “just one” potential benefit from integration and indicated that “future phases” of frontrunners may focus elsewhere. But delayed discharge has been a major pressure on the system over the past year, particularly last winter, and the letter says: “Delayed discharges are one very visible signal that the health and care system remains fragmented and too often fails to deliver joined-up services that meet people’s needs.” Read full story (paywalled) Source: HSJ, 21 June 2022
  5. News Article
    The UK is set to play a greater international role in making sure medicines and medical devices are regulated safely and efficiently worldwide, the Medicines and Healthcare products Regulatory Agency (MHRA) announced after being accepted as a full member of three international work-sharing partnerships. Two of these, the International Medical Device Regulatory Forum (IMDRF) and the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) are focused on improving the harmonisation and convergence of medicines and medical devices regulation globally. Through these partnerships, the MHRA will share expertise with other leading organisations, support the development of regulatory guidelines and drive greater harmonisation of regulation around the world. This will help deliver timely access to innovative medical products not just in the UK but globally. The MHRA has also been accepted as a member of the US-based Medical Devices Innovation Consortium (MDIC). This public-private partnership brings together representatives of regulatory bodies, industry, non-profits, and patient organisations from different countries to improve the processes for development, assessment, and review of new medical technologies. This enables transformational medical technology to get to the people who need it sooner, by shortening the path from innovation to safety to access. Read full story Source: Gov.uk, 16 June 2022
  6. News Article
    On Thursday 16 June, The College of Medicine launched its Beyond Pills campaign – calling for Government intervention on over-prescribing – at the Integrated and Personalised Medicine Congress 2022. Around 1.1 billion medicines are currently prescribed unnecessarily. Supported by eminent voices in both the Government and our healthcare system, the Beyond Pills campaign calls for the Government to immediately address the nation’s unsustainable prescription service through re-prescribing and social prescribing. Speaking at the Integrative and Personalised Medicine Congress 2022, The College of Medicine Chair Dr Michael Dixon said: “Medicine, as we know it, is no longer affordable or sustainable. Nor is it able to curb the increase in obesity, mental health problems and most long-term diseases. “A new medical mindset is needed, which goes to the heart of true health care. The advantages and possibilities of social prescription are limitless. “An adjustment to the system now will provide a long-term, sustainable solution for the NHS to meet the ever-increasing demand for funding and healthcare professionals.” The Campaign was established in the wake of the Chief Pharmaceutical Officer’s National Overprescribing Review published in September 2021. The Beyond Pills Campaign aims to reduce drug prescription, expand the number of social prescribing link workers, save crucial funds, and provide support to individuals and local communities hampered by health inequalities. To achieve these goals, it has today launched a campaign that includes six specific actions that need to be taken: Improving medical and healthcare training. Social prescribing and a psychosocial approach to treatment needs to be embedded throughout the curriculum Addressing financial incentives within the NHS. Financial incentives in the system should centre around community health. For those patients already on a cocktail of pills, medication reviews and appropriate deprescribing need to be emphasised Increasing the number of social prescribing link workers. Primary Care Networks need to employ more link workers to enable access to social prescribing for everyone who could benefit Increasing support for the voluntary sector. Government departments need to fund and support voluntary initiatives that encourage healthy communities Empowering individuals and communities. Informing individuals about social prescribing and collaborating with volunteers involved in social prescription and local health creation and showcasing benefits Further systematic research. Mobilising the research community to develop a fully-fledged programme review into topics including the therapeutic efficacy of social prescribing Read full story Source: College of Medicine, 16 June 2022
  7. News Article
    Coordination of waiting lists and elective treatment across health systems and regions should be ‘far more systematic’, and could have happened earlier, chief executives of some of the hardest hit trusts have told HSJ. In interviews for the HSJ Health Check podcast, the CEOs of King’s, Croydon, Chester and Sandwell and West Birmingham hospital trusts spoke about their experience in the pandemic and what could be learned from it. These included the need for faster decision making; resources for deprived and diverse areas, which are often hardest hit; the need for basic staff facilities such as parking and eating areas for staff; longer-term attention to the wellbeing of staff who were most affected; and to give time for trusts to recover. On elective care, the CEOs highlighted how the length of lists and waits, and the NHS’s ability to keep up, are now much worse in some areas than others. Some of those with the longest waits and lists at present – such as Countess of Chester and Birmingham – were also heavily hit by Covid; for others this is not the case. There were moves, particularly later in the pandemic, for patients who were on the elective waiting list of one trust to be treated at another, for example if they needed urgent treatment and faced harm if delayed, while other hospitals were still able to treat less urgent cases. Combining lists, often known as “shared patient tracking (or treatment) lists”, could also mean capacity being managed more efficiently across providers. Read full story (paywalled) Source: HSJ, 10 June 2022 .
  8. News Article
    The collaboration seen between the independent sector and the NHS during the peaks of the pandemic “doesn’t exist any more”, the boss of one of the UK’s largest private hospital companies has said. Mr Justin Ash, chief executive of Spire Healthcare and a member of the government’s recently convened elective recovery task force, whose purpose is to ”focus on how the NHS can [better] utilise independent sector to cut the backlog’.” He told the Westminster Health Forum earlier this week: “In spirit there is collaboration but in practice, it doesn’t exist anymore. There is no more commissioning by trust[s]”. Mr Ash told the conference Spire had previously had administrative teams working at 39 different NHS hospitals examining which NHS patients could be treated at one of its facilities. That number was now three, a decline which he described as “a shame”. He said: “There has to be a mindset change. We have people say ‘you have our nurses and consultants working for you’. “[But] just like patients, nurses and consultants should be able to move around the system [as] one workforce.” Read full story (paywalled) Source: HSJ, 16 December 2022
  9. News Article
    NHS England has launched a new framework for quality improvement and delivery, including a national board that will pick a “small number of shared national priorities”. The new document says NHSE will “establish a national improvement board, to agree the small number of shared national priorities on which NHS England, with providers and systems, will focus our improvement-led delivery work”. The review says NHSE will, among other actions: Create a “national improvement board” to “agree a small number of shared national priorities and oversee the development and quality assure the impact of the NHS improvement approach”. Set an expectation that all NHS providers, working in partnership with integrated care boards, will embed a quality improvement method aligned with the NHS improvement approach”. Incentivise a universal focus on embedding and sustaining improvement practice”, including with “regulatory incentives alongside clearer and more timely offers of support. Work with the [Care Quality Commission] to align the revised CQC well-led [inspection method] with the improvement approach. Read full story (paywalled) Source: HSJ, 21 April 2023
  10. Content Article
    System working (which includes health and care) is the only way the NHS can address the interlinked problems of struggling primary care, elective backlog, ambulance and emergency department overload, and delayed discharge. In this HSJ article, Len Richards explains how system working grows from the right culture, clinical leadership and systemwide joined up, real-time data.
  11. Content Article
    The Healthy Leadership Framework was developed by the NHS Leadership Academy, out of recognition of the impact good leadership and management have on employee wellbeing. The aim was to identify a behavioural framework that could be used flexibly to support healthy leadership development and help leaders promote positive wellbeing in the workplace. The organisation HWBInspiration was commissioned to undertake scope the relationship between health and wellbeing and leadership, while exploring the leadership behaviours that enable and encourage employee health and wellbeing in the workplace. Their final report outlines the research and its findings, as well as highlighting practical ways that leaders and organisations can embed the identified Healthy Leadership Framework. 
  12. Content Article
    A patient participation group (PPG) is a group of people who are patients of a GP surgery and want to help it work as well as it can for patients, doctors and staff. The NHS requires every practice to have a PPG. In this blog, Alan Bellinger reflects on what he has learned during his time as chair of his GP surgery's PPG, highlighting three key lessons: Be collaborative not combative If patients don’t engage with the PPG it’s your fault for not being engaging Never lose sight of the value-add you create for the practice
  13. Content Article
    Storytelling gives a voice to patients and staff as well as providing an opportunity for others to understand the importance of patient safety from the perspectives of those that access services or work within them. This toolkit was developed by the National Quality and Patient Safety Directorate in Ireland which works in partnership with health services, patient representatives and other partners to improve patient safety and quality of care. It provides a step by step guide to creating patient and staff stories.
  14. Content Article
    Lilian Chiwera is an independent surgical site infection (SSI) surveillance and prevention (SSISP) expert with experience setting up and coordinating a very successful SSI surveillance service at Guys & St Thomas’ NHS Foundation Trust from 2009–2022. Lilian shares the work she and her colleagues are doing around a surgical site infections patient safety initiative and explains why she wants to establish an annual Surgical Site Infections Prevention Day.
  15. Content Article
    Integrated care systems are now legally responsible for leading a localised approach that brings multiple aspects of the healthcare system closer together, and for working better with social care and other public services. However, this is not a new aspiration, so why should it be any different this time? The Nuffield Trust hosted a series of roundtables to discuss concerns with stakeholders and experts to try and understand how to ensure the aims are achieved. This report summarises these findings and offers ways forward as the new era gets underway.
  16. Content Article
    In 2022, the Co-Production Collective worked with several partners and hundreds of co-producers to try to answer the question, "What is the value of co-production?" The aim of this project was to make the case for the value of co-production for individuals, organisations and society. This webpage contains information about the project and resources about co-production that it has generated, including videos, reports and stories relating to these stages: Survey Rapid critical review Community reporting Pilot projects
  17. Content Article
    Delivering the future hospital is an account of the successes, challenges and learning from the Future Hospital Programme. The Future Hospital Programme (FHP) was established to implement the recommendations of the Future Hospital Commission. These recommendations were based on the very best of our hospital services, taking examples of existing innovative and patient-centred services to develop a comprehensive model of care. The FHP worked with eight Future Hospital development sites, comprising multidisciplinary teams of physicians, nurses, managers, allied health professionals, social workers and patients on discrete projects aligned to the vision of the FHC. Delivering the future hospital contains an overview of the improvement journey, outcomes and learning from each development site. In addition, to mark the end of their collaboration with the FHP, development site teams prepared a more detailed account of their experiences and learning. Both the summary and long-form reports are available from the link below.
  18. Content Article
    This recording is of the launch of the Health Equity Network (HEN) on 24 January 2023. The HEN aims to roll out practical solutions to reduce health inequalities, and will help organisations and individuals across the public, private and third sectors to connect and collaborate with those working towards similar health equity goals. It will offer opportunities to share work and knowledge and for members to engage with others across the country. Speakers at the event included: Dr. Jessica Allen, Deputy Director of The Institute for Health Equity Dr. Henry Kippin, Managing Director of the North of Tyne Combined Authority Pete Gladwell, Group Social Impact and Investment Director, Legal & General Capital Alan Higgins, Health Equity Network Lead Professor Sir Michael Marmot, Director of the Institute of Health Equity Sign up to join the Health Equity Network online community
  19. Content Article
    This article by The Health Foundation looks at an evaluation carried out by Warwick Business School of a partnership between The Virginia Mason Institute and five NHS trusts. The partnership aimed to develop a ‘lean’ culture of continuous improvement which puts patients first by developing a localised version of the Virginia Mason Production System in each of the trusts. The objective was to embed and sustain a culture of continuous improvement capability within each of these five trusts and the NHS more broadly.  Outcomes from the evaluation include insight on progress and achievements in each trust, helping them to further embed a culture of improvement capability. The learning will also enable systems leaders to maximise knowledge on how to support providers to embed and spread a culture of continuous improvement in the NHS.
  20. Content Article
    In this article for NHS Confederation, Sir Chris Ham reflects on progress made against his recommendations on the conditions ICSs need to succeed and on next steps for the Hewitt review. He argues that progress has been made in acting on some of the recommendations in the report Governing the Health and Care System in England. This can be seen in plans to create a new NHS England (NHSE), reduce staffing at the centre and regions and co-produce the operating framework. However, he highlights that more work is needed to reduce the number of national NHSE programmes, ensure greater consistency in how these programmes work and bring an end to constant bidding for funds tied to specific priorities. He recommends that high priority be given to an organisational development (OD) programme to support the development of collaboration, mutual respect and trust and determine how peer support, shared learning and improvement collaboratives can play a bigger part in improving performance in future. Sir Chris highlights that the Hewitt review offers an opportunity for these and other issues to be addressed with priority being given to ensuring that planning guidance for 2023/24 is short and focused on a small number of national priorities, leaving scope for ICSs to add local priorities. Leaders in the DHSC and NHSE must recognise the exceptional pressures facing the health and care system and set out what a realistic set of medium-term objectives for ICSs looks like under current circumstances.
  21. Content Article
    This paper from Natalie Offord and colleagues describes a service redesign in which has gained learning and experience in two areas. First, a description of measured improvement by the innovation of redesigning the traditional hospital-based assessment of frail older patients’ home support needs (assess to discharge) into their own home and meeting those needs in real time (discharge to assess). In combination with the formation of a collaborative health and social care community team to deliver this new process, there has been a reduction in the length of stay from completion of acute hospital care to getting home (from 5.5 days to 1.2 days for those patients that require support at home). Second, the methodology through which this has been achieved. The authors describe their translation of a Toyota methodology used for the design of complex cars to use for engaging staff and patients in the design of a healthcare process.
  22. Content Article
    Patient-reported outcome measures (PROMs) and patient-reported experience measures (PREMs) are used to assess the quality of healthcare experiences, focusing on patients. These measures help healthcare providers, commissioners and other stakeholders to make informed changes to their services. Showing the benefits of your intervention to the patient and healthcare delivery is important if you aim to have your digital product or service embedded within the healthcare system. The Office for Health Improvement and Disparities has collated guidance on how to use a patient-reported outcomes and experiences study to evaluate your digital health product.
  23. Content Article
    The Confraternity of Patients Kenya (COFPAK) is a registered non-profit organisation, independent of politics or religion, supporting health and social well-being of the public in Kenya. Their mandate is to advance, represent, safeguard and promote the interests of healthcare services seekers at all levels. COFPAK aims to collaborate with all stakeholders in the health sector to advance access to high quality, safe, accountable, affordable and sustainable healthcare ecosystem in Kenya. It exerts influence on policies and programmes toward the attainment of Universal Health Coverage.
  24. Content Article
    Fundamentals of Health Care Improvement: A Guide to Improving Your Patient’s Care, 4th edition, is intended to help health professional learners diagnose, measure, analyse, change and lead improvements in healthcare, with the aim to shape reliable, high-quality systems of care in partnership with patients. Copublished by Joint Commission Resources and the Institute of Healthcare Improvement, this fourth edition includes updated resources, including examples, figures, tables, and tools. New to this edition is a focus on health equity and disparities of care brought to light by the COVID-19 pandemic. This focus explores the relationship between social determinants of health and how improvement methods and skills can help identify and close disparity gaps in systems of care. Also new to this edition is an expanded discussion of effective teamwork and the importance of creating multidisciplinary health care teams that partner with patients and families.
  25. Content Article
    Patient safety incident investigations (PSII) are system-based responses to a patient safety incident for learning and improvement. Typically, a PSII includes four phases: planning, information gathering, synthesis, and interpreting and improving. More meaningful involvement can help reduce the risk of compounded harm for patients, families and staff, and can improve organisational learning, by listening to and valuing different perspectives.
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