NHS England | January 2019 | Sheffield Health and Social Care NHS Foundation Trust: living well with back pain course
A course developed at Sheffield Health and Social Care NHS Foundation Trust by dual-trained specialists, combines psychological therapy with physical health services to help patients with back pain remain active and prevent frailty. The course combines physical and mental health to support patients experiencing chronic pain.
Two-thirds of people with a common mental health problem also have a long-term physical health condition, greatly increasing the pain they are in and the cost of their care. By integrating psychological therapy with physical health services, the NHS can provide a more efficient support to this group of people and achieve better outcomes (Source: NHS England).
National Audit Office | January 2019 | NHS financial sustainability
The National Audit Office (NAO) has produced its annual report into the financial sustainability in the NHS. It concludes that the existence of substantial deficits in some parts of the system, offset by surpluses elsewhere coupled with growing waiting lists and year-on-year increases in waiting times, does not paint a picture that is sustainable.
The current funding flows in the NHS are complicated and do not support partnership working, integration and the better management of demand. Trusts also told the NAO that Sustainability and Transformation Fund payments made by NHS England have encouraged trusts to prioritise short-term gains over long-term sustainability which also resulted in reduced collaboration with other local bodies.
The NAO has made a number of recommendations to the Department, NHS England and NHS Improvement to ensure additional funding is spent wisely. This includes testing whether local plans to manage demand are realistic; ensuring key risks to delivery of the long-term plan are identified; and developing a sustainable long-term plan to support trusts in severe financial difficulty (Source: NAO).
Nuffield Trust | January 2019 | Are patients benefiting from integrated care?
As QualityWatch publishes a scrolling data story investigating whether the drive in recent years to integrate services more closely has resulted in any tangible improvements for patients, Sarah Scobie puts the study in context and explains the findings. They find there is limited evidence that patients are benefiting from better integrated care: only one of the seven indicators has improved, three have deteriorated, and three show either no change or an inconsistent pattern (Source: Nuffield Trust).
NHS Improvement | January 2019 | A Model Employer: Increasing black and minority ethnic representation at senior levels across the NHS
NHS Improvement has published A Model Employer– a document that outlines the ambitions set by NHS England and NHS Improvement and reflected in the Long Term Plan, for each NHS organisation to set its own target for black and minority ethnic (BME) representation across its leadership team and broader workforce. The strategy will provide accelerated, intensive support to local NHS organisations on increasing the recruitment of BME staff at senior levels (Source: NHS England).
BMJ| January 2019 | How to get started in quality improvement
A new article from BMJ looks at quality improvement (QI) and provides an overview about how to begin the process.
The authors, Bryan Jones an improvement fellow, Emma Vaux a consultant nephrologist and Anna Olsson-Brown find the following to be important considerations that all involved in or considering QI should be made aware of:
Participation in quality improvement can help clinicians and trainees improve care together and develop important professional skills
Effective quality improvement relies on collaborative working with colleagues and patients and the use of a structured method
Enthusiasm, perseverance, good project management skills, and a willingness to explain your project to others and seek their support are key skills
The full article is available to read and download from the BMJ
NHS England | January 2019| Transforming elective care services dermatology
NHS England have created Transforming elective care services dermatology to support the improvement of local health and care systems for dermatology elective care services.
Image source: england.nhs.uk
Transforming elective care services dermatology is a handbook that describes what local health and care systems can do to transform dermatology elective care services at pace, why this is necessary and how the impact of this transformation can be measured. Practical guidance for implementing and adopting a range of interventions locally is included to help ensure patients see the right person, in the right place, first time (Source: NHS England).
NHS England | January 2019 | Transforming elective care services opthalmology
NHS England have created a handbook to support the improvement of local health and care systems for ophthalmology elective care services. Transforming elective care services ophthalmology describes what local health and care systems can do to transform ophthalmology elective care services at pace, why this is necessary and how the impact of this transformation can be measured. Practical guidance for implementing and adopting a range of interventions locally is included to help ensure patients see the right person, in the right place, first time (Source: NHS England)
The handbook includes:
Opportunities for improvement rethinking referrals
Opportunities for improvement transforming outpatients
Common factors in transforming ophthalmology elective care
NHS Employers | January 2019 | Improving junior doctors’ access to education opportunities
Salford Royal NHS Foundation Trust used rota redesign to make improvements around the delivery of education and training within core medical training (CMT). The trust engaged with its junior doctors in order to understand what was needed to accommodate the new three-year curriculum requirements that have replaced the current two-year CMT programme (Source: NHS Employers).
NHS Employers | January 2019 | Improving access to educational opportunities
A case study from Blackpool Teaching Hospitals demonstrates how a leadership and development programme for newly-appointed senior doctors has increased their skills and knowledge and had a positive impact on patient care.
The programme, which has been running successfully since its introduction in 2015, is now part of mandatory training for all new specialty and associate specialist (SAS) doctors and consultants.
It has a focus on enabling senior clinicians to understand the trust and their role, as well as the current financial climate.
Some key areas to the program are:
maintaining high levels of performance
working effectively with others to achieve a positive outcome
delivering high levels of quality patient care within budget
the senior doctor as leader and change agent (Source: NHS Employers).