DrDoctor’s Post

⭐ Did you know that by simply clicking here: https://lnkd.in/eEZCJERf you have access to the highly recommended and evaluated 'E-Learning Foundations of Care Care training'? This has been written and developed by the pre-registration workstream in #ACCEND and lead by Julie Armoogum and free for all. 🚀 Now I have given you that good news, can I please ask you for some support? 🎙️ We’re calling on health and care professionals – support workers, nursing associates, registered nurses, AHPs, psychologists, and pharmacists – who care for people affected by cancer to participate in the ACCEND Workforce Survey. Click here: https://lnkd.in/eN_wPdj6 to take part or simply scan the QR code below 🔍 Why take part? ✅ Influence the design of future education and training programs ✅ Help identify workforce needs and trends ✅ Contribute to planning that improves patient care ⏱️ The survey takes just 15 minutes, is completely anonymous, and your input will help shape meaningful, national impact. We’re working in partnership with NHS England and Macmillan Cancer Support, with Cheshire and Merseyside Cancer Alliance leading this vital work package. 📣 Spread the word! Share this with your colleagues and networks to ensure every voice is heard. Together, let’s build a stronger, more skilled cancer care workforce. #ACCEND #CancerCare #WorkforceDevelopment #NHS #Leadership June Davis Kerry Mills Ben C. Prof Vanessa T. Verna Lavender Suzanne Lilley Molly Pipping Jack Quinn Khandker Manzoor BSc Professor Richard Griffin MBE Julie Armoogum Jo Tibbles Chaithali Salil Maggie Tween Mark Foulkes Ruth Hammond Jon Hayes Tracey Wright The Clatterbridge Cancer Centre NHS Foundation Trust NHS University Hospitals of Liverpool Group Wirral University Teaching Hospital NHS Foundation Trust

"Private hospitals to rescue NHS" https://lnkd.in/eXtd8Zdp Government considers £1 Billion plan to clear waiting lists for 2.5 million patients, which could start in weeks The NHS will rely on private hospitals to ease a growing crisis under plans being considered by the Government. The £1 billion rescue plan to clear waiting list backlogs would result in the independent sector funding the biggest expansion in healthcare since Sir Tony Blair’s premiership. Cancer checks, surgery and intensive care for NHS patients would increasingly take place in private hospitals, under proposals submitted to the Treasury ahead of the Budget. A source said the Government would “grab with both hands” any spare capacity to get NHS patients treated more quickly. The NHS has been pleading for extra funds ahead of the Budget on Oct 30, but in his first speech as Health Secretary, Wes Streeting vowed to end “the begging bowl culture, where the only interaction the Treasury has with the Department of Health is ‘we need more money for X, Y and Z’”. Under the plans, submitted by private hospitals, the independent sector could treat up to 2.5 million more patients, with some treatment starting in weeks. The private sector investment would be used to build a string of diagnostic centres for NHS patients across the country, tackling delays in cancer diagnosis, and to develop new surgery units and intensive care facilities. https://lnkd.in/eXtd8Zdp #PrivateHealthcare #NHS #Hospitals #HealthTech #DigitalHealth #HealthIT

I applaude any bed day savings and reduction in patient stay, no one wants to stay in a hospital bed if they can be cared for in their own home, with many benefits to faster recovery. Would love to see the data in bed days saved against reduction in Inpatient flow, reduced ambulance wait times and readmiasions. Also wondering the calculation for £ savings. I remain skeptical about the most efficient and productive use of virtual wards, and the definition of purpose. Virtual wards have 3 main deliverables I can see, admission avoidance, remote monitoring and increased efficiency in patient flow. By extension of these goals, outcomes include faster recovery, reduced running costs, reduced ambulance wait times, patient satisfaction, reduced readmission rates, efficiencies in workforce demands. Bed days unfortunately is a bit pie in the sky, by “saving” 959 bed days, do we really get 300 more elective patients through the doors at an avrg 3.2 days per admit, or reduce overtime burden on wards associated to the virtual wards based on cost per bed day? I would love to see some resources at national level #nhse to help trust articulate the real data and benefits in Virtual wards, it does exist but I’m worried Bed Days will be used inappropriately for a Tory government to say look what we did. When we promote bed days we are settling for mediocrity in our achievement’s. If anyone has the level of articulation to their VW benefits, please DM me would love to discuss further.

Over £6 million in funding has been awarded to an adaptive platform trial in paediatric intensive care, focusing on multiple research areas prioritised by young people and parents. Funded by the National Institute for Health and Care Research through the Health Technology Assessment programme, the trial will involve intensive care centres across the country, including Royal Brompton Hospital, and will be led by University College London Great Ormond Street Institute of Child Health. A randomised adaptive platform allows for multiple research questions and treatments to be tested at the same time. This way of doing studies can answer more questions, more efficiently in less time. The trial can be ‘adapted’ or changed in design as it goes along, such as when new treatments or important research questions become available. Adaptive platform trials also involve results being looked at as the trial is going on (not just at the end) which means treatments which are working better in the trial can be given to more patients, and less safe or less effective treatments are stopped sooner. Learn more about how clinical trial opportunities are being improved for children: https://lnkd.in/e9gvG2S5 Royal Brompton and Harefield hospitals Royal Brompton and Harefield Education Guy's and St Thomas' NHS Foundation Trust

🏥 Unlocking efficiency in hospital discharges In January 2023, 1 in 7 NHS beds was occupied by patients medically fit for discharge. Using behavioural systems mapping, we worked with Homerton Healthcare NHS Foundation Trust to improve the efficiency of their discharge process. By understanding the relationships between staff roles, processes, and hospital culture, we identified key leverage points to improve discharge efficiency, including: 1️⃣ Ensuring teams can quickly and easily share discharge-related information to spot potential delays 2️⃣ Establishing visible feedback loops on the causes of delays so staff can take action 3️⃣ Interventions to improve how staff understand and prioritise their role in discharge tasks Learn more about this project and how behavioural systems mapping can help solve complex challenges 👇 https://bit.ly/4iCAVI5

🚀 Healthcare insight 🚀 Maria Kane recently appointed joint chief executive of North Bristol NHS Trust (NBT) and University Hospitals Bristol and Weston NHS Foundation Trust (UHBW), has shared her inspiring mission of forming a single hospital group within the next two years. With a focus on "patients first," Maria believes that fostering an inclusive environment where staff feel valued, autonomous and proud of their contributions is key to achieving this goal. This innovative collaboration aims to tackle shared challenges in workforce, estates, and finances. Combined, NBT and UHBW serve over 1.5 million people, employ 28,000 staff, and manage NHS budgets exceeding £2 billion. The trusts' Joint Clinical Strategy for 2024-27 is a testament to their commitment to shared improvement. Maria remarked, "We were competing for staff and resources, leading to varied care outcomes. By uniting, we're aiming for a common improvement language and a more equitable healthcare system." Under Kane's leadership, NBT has seen impressive advancements, from reducing agency expenditures by nearly 70% to significantly lowering diagnostic wait times. The trusts are not stopping there—plans include opening a new £49 million elective centre in Southmead by spring 2025, expected to increase procedures and cut waiting times drastically. Click on the link to read more her vision 🔍 #Healthcare #Leadership #NHS #healthcarenews

There were some great panels at last week’s CONTINUUM Conference in Arlington, Va., but I found myself wondering if the discussions of the post-acute care continuum were too accepting of the status quo. Ironically at a conference where the leadoff panel was titled “Innovation in the Era of Disruption,” there was no discussion about moving away from a central paradigm of the health care system. That paradigm puts the acute care hospitals at the apex, distributing its patients to different post-acute settings, as each setting vies to show how they can produce better outcomes and control costs, as well as free up badly-needed beds for the hospital. Instead of making the case for real disruption, much of the conference took current conditions as a given. The rest seemed like participants lobbying for their place along the post-acute chain. What is the disruption that’s really needed? I believe it could be rethinking the role of the hospital. Instead of talking about a post-acute care continuum, we should be talking about a pre-acute care continuum that enables people — especially those with multiple chronic conditions (that’s a large number of older adults) — to manage those conditions. That will help them  avoid the acute care flare-ups that land them in the ER or the hospital, and then often in skilled nursing for rehab. We know that polychronic older adults are a high-risk and high-utilization population. Focusing on strategies and programs to keep them out of the revolving door that almost always leads to ER visits, hospital stays and some type of rehab would truly disrupt the care continuum. It also would produce better outcomes and a better experience for older adults, and it could meaningfully bend the cost curve. But as long as our focus is on jockeying for position in the post-acute care continuum, I doubt we really have entered an era of disruption. cc Joel Theisen, RN

What useful advice from an industry expert! 🚀 Make sure you're following our Evolution Digital Health for more exciting things to come!

🚀 Healthcare insight 🚀 Maria Kane recently appointed joint chief executive of North Bristol NHS Trust (NBT) and University Hospitals Bristol and Weston NHS Foundation Trust (UHBW), has shared her inspiring mission of forming a single hospital group within the next two years. With a focus on "patients first," Maria believes that fostering an inclusive environment where staff feel valued, autonomous and proud of their contributions is key to achieving this goal. This innovative collaboration aims to tackle shared challenges in workforce, estates, and finances. Combined, NBT and UHBW serve over 1.5 million people, employ 28,000 staff, and manage NHS budgets exceeding £2 billion. The trusts' Joint Clinical Strategy for 2024-27 is a testament to their commitment to shared improvement. Maria remarked, "We were competing for staff and resources, leading to varied care outcomes. By uniting, we're aiming for a common improvement language and a more equitable healthcare system." Under Kane's leadership, NBT has seen impressive advancements, from reducing agency expenditures by nearly 70% to significantly lowering diagnostic wait times. The trusts are not stopping there—plans include opening a new £49 million elective centre in Southmead by spring 2025, expected to increase procedures and cut waiting times drastically. Click on the link to read more her vision 🔍 #Healthcare #Leadership #NHS #healthcarenews

The Elective Care Reform Plan shared by The Rt. Hon. Wes Streeting MP aims to significantly reduce waiting times and improve patient experience by March 2029. Key measures include enhancing the NHS App to allow patients to choose providers, book appointments, and receive test results more conveniently. The plan also focuses on increasing capacity through the use of Community Diagnostic Centres (CDCs) for convenient diagnostic testing, leveraging technology, and implementing best practices to offer greater choice and convenience. Additionally, it sets out steps for integrated care boards and acute trusts to improve operational processes and patient communication. They suggest they are going to look at improving operational efficiencies and reducing waste within the NHS and allocating additional resources from the national budget - but will it be enough? What's your thoughts? #NHS #Healthcare #Diagnostic #NHSApp https://lnkd.in/e2hSrK9Y