With support from the Robert Wood Johnson Foundation, the Health Research & Educational Trust has developed a playbook of effective methods, tools and strategies to create new partnerships and sustain successful existing ones.
A survey by Care & Repair England reveals that the majority of Sustainability and Transformation Plans (STPs) include very few references to older people, even though they are the majority users of the NHS, nor do they identify housing as a potential contributor to NHS transformation.
This Housing LIN Case Study no 135 discusses this ‘invest to save’ project which brings together County and District Councils and other local partners in Leicestershire to help people stay safe and keep well in their homes for as long as possible.
Each £1 invested in public health interventions could offer an average return on investment to the wider health and social care economy of £14.
This systematic review looked at 52 studies where the return on each £1 ranged from -£21.3 to £221. Legislative interventions such as sugar taxes, and health protection interventions such as vaccination programmes, gave the highest returns on investment. Interventions such as anti-stigma campaigns, blood pressure monitoring and early education programmes, provided smaller (but still favourable) returns. National campaigns offered greater returns than local campaigns. Falls prevention provided the quickest return, within 18 months.
A National Senior Manager for the New Care Models programme explains why her mum drives her passion for improving care.
I frequently use my mum as a frame of reference when thinking about what multispecialty community providers (MCPs) are doing to improve care and support for patients and communities.
The South London and Community Mental Health Partnership (SLMHCP) has been awarded a contract to manage the budgets and care for specialist child and adolescent mental health services (CAMHS) across south London.
The Partnership - made up of Oxleas NHS Foundation Trust, South London and Maudsley NHS Foundation Trust, and South West London and St George’s Mental Health NHS Trust – has been working as a hospital group since 2015, collaborating to improve quality, outcomes and efficiency.
Thirty practices in South Cheshire and Vale Royal CCGs are using Medefer – a service that enables GPs to access online consultant advice and management plans – for patients who may otherwise be referred for outpatient care.
Since July 2016, Medefer has enabled around 150 Cheshire GPs to manage in the community 77% of patients they refer to the service – significantly reducing unnecessary hospital outpatient appointments.
This is the first in a new series from the Trust looking at each of the four health services of the UK in a detailed and qualitative way, while asking what lessons they hold for the other countries.
It looks at how health care in Scotland is different, where its approach seems to solve problems being faced elsewhere in the UK, and whether that approach could be transplanted to England, Wales and Northern Ireland. It also assesses whether there are areas where Scotland could learn from its peers.
Health Secretary Jeremy Hunt and NHS England boss Simon Stevens have today (Wednesday July 19) announced £325m of capital investment for local projects that will help the NHS to modernise and transform care for patients.
CQC has been asked by the Secretaries of State for Health and for Communities and Local Government to undertake a programme of local system reviews of health and social care in 12 local authority areas.
Stockport nursing, mental health, social care and voluntary sector staff have now officially come together as new team to run a ‘transfer to assess’ service at Stepping Hill Hospital which aims to discharge patients from hospital as soon as they are medically fit and carry out longer term care needs assessments in their home or community setting.
To assist organisations take control of these challenges, NHS Improvement and NHS England are launching a three year Demand and Capacity Trainer Programme which will help staff to develop the skills to:
• Quantify the scale of the mismatch between capacity and demand in services;
• Help reduce RTT and waiting list problems;
• Help eliminate inefficiencies and use resources effectively;
• Improve patient experience;
• Help create plans that are deliverable; and
• Share the knowledge with relevant colleagues.
This report looks at the most promising reform solutions that have been correctly identified by STPs, and also sets out the range of challenges that stand in the way of them realising their vision for improved health and efficiency.