More than four in five of NHS users would be willing to pay more tax to secure significant improvements to the service, according to a new poll commissioned by the NHS Confederation | story via OnMedica
The Ipsos MORI poll surveyed 1,003 adults across England, Scotland and Wales and found that 84% of participants polled would be willing to pay more tax if the NHS’s level of service ‘improved a great deal’, compared with 75% who would be willing to pay more tax for slightly improved services. 61% would be willing to pay more if it ensured that services remained at current levels.
Niall Dickson, chief executive of the NHS Confederation, said: “The poll shows that the British people are willing to pay more for better care and that there is an understanding we have to change the way we deliver care – we cannot go on as we have been.
“But we must not raise expectations about what can be achieved – there will be tough decisions ahead. The settlement is welcome, but falls short of the 4% independent experts say we need to deliver even modest improvements.
“It is now undeniably clear there is an appetite among the taxpayers to put their hands in their pockets for the cash we need to make the NHS a service we can be proud of in its 70th year and for the years to come”.
This Kings Fund report aims to support local organisations looking to undertake large-scale digital change. The document states that the future is bright for technology in health and social care, with local care providers digitising under their own steam and initiative.
The report shares the lessons from five varied case study sites that have made significant progress towards their digital aims. It sets out the lessons learnt and tips for other organisations that are looking to progress their own digital change.
The use of digital technology in health and social care can improve quality, efficiency and patient experience as well as supporting more integrated care and improving the health of a population.
Large-scale change involving digital technology, such as adopting electronic patient records (EPRs) and shared care records, is complex and necessitates attention to particular aspects of the change.
This report shares practical learning from a series of case studies where significant largescale digital change is happening.
Key barriers to successful digital change include the constraints care organisations face in their workforce, tight budgets, organisations’ attitudes towards risk and the relationships that exist between care providers and key stakeholders.
Most of the barriers can be mitigated through time and effort and by treating digital projects as change projects, not IT projects. Effective and consistent staff engagement and resource allocation to the project are key factors in success.
The Kings Fund have also produced an interactive map which brings together case studies from across England, highlighting some of the places that are experimenting with and implementing new technologies to achieve better health outcomes or more efficient care.
NHS England | June 2018 | Multi-disciplinary diagnostic centre at University College London Hospital delivers faster diagnosis
A new case study published by NHS England shows how the multidisciplinary diagnostic centre (MDC) at University College London Hospital (UCLH), delivers faster diagnosis and improved patient journeys, to patients presenting with complex or vague abdominal symptoms.
This briefing looks at what the vanguards have been doing to improve the way people experience and interact with health and care services, and shares the lessons that other organisations and partnerships can take from the vanguards’ experiences | NHS Providers
This final briefing in the Learning from the new care models series highlights how the vanguards are improving the experiences of people using services and their families.
The briefing looks at the work of the vanguards in the following areas:
Coordinating care around peoples’ needs
Ensuring people receive high-quality care wherever they are
Specialist care closer to home
Reducing the need to travel
Directing people to the right care, faster
Supporting people to manage long-term conditions
Supporting people to develop self-confidence
Tailoring care for people with the greatest needs
Making access to urgent care as simple as possible
Promoting health and wellbeing among people and communities
Helping people connect
Supporting carers to stay well
Working with people to design services that work for them
This report describes the findings of our independent review of the system of services that support children and young people’s mental health | Care Quality Commission (CQC)
This CQC report indicates that many children and young people experiencing mental health problems don’t get the kind of care they deserve; the system is complicated, with no easy or clear way to get help or support.
The report makes a number of recommendations to organisations responsible for making sure that the problems with mental health services are dealt with, including:
The Secretary of State for Health and Social Care should make sure there is joint action across government to make children and young people’s mental health a national priority, working with ministers in health, social care, education, housing and local government
Local organisations must work together to deliver a clear ‘local offer’ of the care and support available to children and young people
Government, employers and schools should make sure that everyone that works, volunteers or cares for children and young people are trained to encourage good mental health and offer basic mental health support
Ofsted should look at what schools are doing to support children and young people’s mental health when they inspect
This guideline covers the care and support of adults receiving social care in their own homes, residential care and community settings | National Institute for Health and Care Excellence (NICE)
This NICE guideline aims to help people understand what care they can expect in residential and community settings, and to improve their experience by supporting them to make decisions about their care.
The guideline has been developed by a committee of people who use services, and carers and professionals. It has used information from a review of research evidence about people’s experiences of care and support, and from expert witnesses. The committee also gave consideration to the potential resource impact of the recommendations. The recommendations are considered to be aspirational but achievable.