DH issues procurement guidance:
NHS Procurement: Raising Our Game sets out proposed actions for NHS trusts and the department and focuses on six areas of improvement..
This guidance is launched in advance of a procurement strategy planned for later in 2012 that will be developed following a wider call for evidence. It aims to start the journey to world-class procurement by identifying those issues and actions that require immediate attention in order to lay the foundations for a fuller and further-reaching strategy later in the year.
Wednesday, 30 May 2012
Failing the frail: a chaotic approach to commissioning healthcare services for care homes
Failing the frail: a chaotic approach to commissioning healthcare services for care homes:
Overall the report outlines concerns about the standard of and access to healthcare of older people in England who live in care homes, who typically have greater and more complex health needs than their peers who live in the community. The report suggests that improvements in access to healthcare will benefit this population and reduce unplanned and costly demands on the NHS. NHS Networks
Overall the report outlines concerns about the standard of and access to healthcare of older people in England who live in care homes, who typically have greater and more complex health needs than their peers who live in the community. The report suggests that improvements in access to healthcare will benefit this population and reduce unplanned and costly demands on the NHS. NHS Networks
Third edition of Long Term Conditions Compendium published
Third edition of Long Term Conditions Compendium published:
The Department of Health has published the third edition of the Long Term Conditions Compendium of Information. It is aimed at commissioners as well as health and social care professionals, to provide the evidence for improving care and outcomes for people with long term conditions (LTCs). It updates the second edition of the compendium published in January 2008.
This document contains the latest statistical data on long term conditions, links to the LTC QIPP (quality, innovation, productivity and prevention) workstream and provides data from the ongoing evaluation of the Whole System Demonstrator Programme on telehealth and telecare, which supports the delivery of 3 Million Lives. It also showcases examples of innovative projects across the country where organisations and communities are pushing the boundaries to deliver improvements in LTC care.
The information and evidence captured in this third edition of the compendium continues to reinforce why a focus on LTCs should be a priority.
Download the Long Term Conditions Compendium of Information – third edition (PDF,2251K)
Find out about the long term conditions strategy. Department of Health
The Department of Health has published the third edition of the Long Term Conditions Compendium of Information. It is aimed at commissioners as well as health and social care professionals, to provide the evidence for improving care and outcomes for people with long term conditions (LTCs). It updates the second edition of the compendium published in January 2008.
This document contains the latest statistical data on long term conditions, links to the LTC QIPP (quality, innovation, productivity and prevention) workstream and provides data from the ongoing evaluation of the Whole System Demonstrator Programme on telehealth and telecare, which supports the delivery of 3 Million Lives. It also showcases examples of innovative projects across the country where organisations and communities are pushing the boundaries to deliver improvements in LTC care.
The information and evidence captured in this third edition of the compendium continues to reinforce why a focus on LTCs should be a priority.
Download the Long Term Conditions Compendium of Information – third edition (PDF,2251K)
Find out about the long term conditions strategy. Department of Health
Video: DH warns on implications of competition rules for CCGs
Video: DH warns on implications of competition rules for CCGs: Plans for AQP procurement regulations leave CCGs open to legal challenge from private firms.
£60m to improve care quality in hospices
£60m to improve care quality in hospices: Hospices will get £60m to help improve the quality of care for people nearing the end of their lives Public Service
Guidance on the rules on use of cookies and similar technologies
Guidance on the rules on use of cookies and similar technologies: The Information Commissioner's Office has published updated guidance on the need to obtain consent to the use of cookies on websites, including when it might be possible to imply consent. Information Commissioner's Office
BMA industrial action update
BMA industrial action update: The BMA industrial action ballot closes this week and this page sets out our understanding of what is planned and how we can support employers if industrial action goes ahead. NHS Employers
Dentistry: an OFT market study
Dentistry: an OFT market study:
The purpose of this study was to examine whether the UK dentistry market is working well for patients. It examined how dentistry services are sold and the extent to which patients have access to accurate and impartial information to help make informed decisions. It considered patients' ability to assess and act on the information that is provided, as well as the nature of competition between providers of dental services. These issues were considered within the context of both NHS and private dentistry.
The purpose of this study was to examine whether the UK dentistry market is working well for patients. It examined how dentistry services are sold and the extent to which patients have access to accurate and impartial information to help make informed decisions. It considered patients' ability to assess and act on the information that is provided, as well as the nature of competition between providers of dental services. These issues were considered within the context of both NHS and private dentistry.
Patients’ preferences matter: stop the silent misdiagnosis
Patients’ preferences matter: stop the silent misdiagnosis:
This paper challenges the NHS to stop the 'silent misdiagnosis' of patients’ preferences for their care and argues that by doing so it will improve health system performance as a whole.
This paper challenges the NHS to stop the 'silent misdiagnosis' of patients’ preferences for their care and argues that by doing so it will improve health system performance as a whole.
Welfare reforms see mental health teams taking on more advocacy roles - The Guardian
Welfare reforms see mental health teams taking on more advocacy roles - The Guardian:
 The Guardian | Welfare reforms see mental health teams taking on more advocacy roles The Guardian Professionals working in community mental health teams have ever increasing work pressures. The current changes to the NHS and local authorities mean mental health patients are "clustered" according to their symptoms as the means of obtaining funding ... |
A new style of leadership for the NHS
A new style of leadership for the NHS:
Chris Ham summarises issues discussed at the Leadership and Management Summit and explores the challenges NHS faces
A new style of leadership is needed in the NHS in which leaders engage staff, patients and partner organisations to improve patient care and health outcomes. That is the message of the King's Fund's latest report Together we can, and it was a message strongly endorsed by the chair and chief executive of the NHS commissioning board at our leadership summit on 23 May.
The question, however, is whether they mean it, and even more important, can they deliver it.
There are three reasons for the scepticism. The first is the emphasis on a 'pace-setting' style that has, in some cases, improved patient care through the use of targets and performance management. Why should NHS give it up if it has proved so effective?
The second reason is the ability of old dogs to learn new tricks. The chief executive of the NHS, David Nicholson, was refreshingly honest at the leadership summit in 'fessing up that his own style is an extreme example of pace-setting. Like many chief executives he does not find it easy to adopt a more engaging approach because, quite simply, old habits die hard.
The third reason is the challenge of maintaining high standards of performance while implementing the biggest organisational changes in its history. The risks involved are huge and it would be understandable for leaders to want to keep a tight grip on finance and the quality of patient care during the transition.
The chair of the NHS commissioning board, Malcolm Grant, was clear that now is the time to break with old habits. He emphasised that the board is sincere in its desire to let go and to allow space and opportunity for managers and clinicians to innovate and excel. This won't happen overnight but the aim must be to move towards improvements in patient care being led bottom up within a clear national framework.
Both Grant and Nicholson underlined the need for the NHS to work with local authorities and other partners to develop more integrated care to meet the needs of an ageing population in which chronic diseases are increasingly prevalent. Our report argues that for this to happen leaders must be able to work across boundaries and services.
The view of the King's Fund is that public sector leaders have a choice. They can either adopt a fortress mentality in which they focus on the interests of their own organisations and survival in a hostile financial climate. Or they can work with their partners to use resources as effectively as possible, even if this means relinquishing a degree of sovereignty.
The first option is understandable, but the second is essential in the straitened circumstances that will cast a long shadow over public services for the foreseeable future.
Chris Ham is chief executive of the Kings Fund. For more coverage of the Leadership and Management Summit, please see our Today in Healthcare blog and interview with Jan Sobieraj here. Guardian Professional.
A new style of leadership is needed in the NHS in which leaders engage staff, patients and partner organisations to improve patient care and health outcomes. That is the message of the King's Fund's latest report Together we can, and it was a message strongly endorsed by the chair and chief executive of the NHS commissioning board at our leadership summit on 23 May.
The question, however, is whether they mean it, and even more important, can they deliver it.
There are three reasons for the scepticism. The first is the emphasis on a 'pace-setting' style that has, in some cases, improved patient care through the use of targets and performance management. Why should NHS give it up if it has proved so effective?
The second reason is the ability of old dogs to learn new tricks. The chief executive of the NHS, David Nicholson, was refreshingly honest at the leadership summit in 'fessing up that his own style is an extreme example of pace-setting. Like many chief executives he does not find it easy to adopt a more engaging approach because, quite simply, old habits die hard.
The third reason is the challenge of maintaining high standards of performance while implementing the biggest organisational changes in its history. The risks involved are huge and it would be understandable for leaders to want to keep a tight grip on finance and the quality of patient care during the transition.
The chair of the NHS commissioning board, Malcolm Grant, was clear that now is the time to break with old habits. He emphasised that the board is sincere in its desire to let go and to allow space and opportunity for managers and clinicians to innovate and excel. This won't happen overnight but the aim must be to move towards improvements in patient care being led bottom up within a clear national framework.
Both Grant and Nicholson underlined the need for the NHS to work with local authorities and other partners to develop more integrated care to meet the needs of an ageing population in which chronic diseases are increasingly prevalent. Our report argues that for this to happen leaders must be able to work across boundaries and services.
The view of the King's Fund is that public sector leaders have a choice. They can either adopt a fortress mentality in which they focus on the interests of their own organisations and survival in a hostile financial climate. Or they can work with their partners to use resources as effectively as possible, even if this means relinquishing a degree of sovereignty.
The first option is understandable, but the second is essential in the straitened circumstances that will cast a long shadow over public services for the foreseeable future.
Chris Ham is chief executive of the Kings Fund. For more coverage of the Leadership and Management Summit, please see our Today in Healthcare blog and interview with Jan Sobieraj here. Guardian Professional.
Healthy people being harmed by over-diagnosis
Healthy people being harmed by over-diagnosis: Healthy people are being harmed by routine over-diagnosis of breast cancer and osteoporosis, experts have warned.
The Daily Telegraph
The Daily Telegraph
Is doctors' fixation on treatment making us ill?
Is doctors' fixation on treatment making us ill?:
An NHS chief executive, who runs three hospitals with 1,500 beds, has explained why the health service is facing bankruptcy unless something is done to curb the rising tide of patient expectations. The Independent
An NHS chief executive, who runs three hospitals with 1,500 beds, has explained why the health service is facing bankruptcy unless something is done to curb the rising tide of patient expectations. The Independent
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