Mercy Care’s Post

We're thrilled to announce the renewal of our long-standing partnership with National Institutes of Health Federal Credit Union (NIHFCU)! Since 2009, NIHFCU has trusted ADVANTAGE, powered by JMFA, to provide top-notch support and solutions that meet their evolving needs and enhance member service.   As we embark on our fourth project together in 2024, we look forward to continuing this successful collaboration and helping NIHFCU navigate compliance, streamline operations, and achieve its goals. 🌟   Here’s what Rick Wieczorek, President/CEO at NIHFCU, had to say: "ADVANTAGE has been a strategic partner in helping us meet the evolving needs of our members. Their expert insights and dedicated support have played a vital role in navigating compliance complexities and streamlining operations."   We’re proud to continue bringing value to community financial institutions like NIHFCU! 👏 https://lnkd.in/gJPXgBsb   #Partnership #OverdraftSolutions #CommunityFocused #CreditUnions #SuccessStory #OverdraftCompliance

Sparsh Quarterly Report Jan-Mar 2024 Like every quarter this time we are back with our Quarterly Report. This report serves as a testament to the collaborative endeavors dedicated to the development of the palliative care project. We firmly hold that your invaluable support has been instrumental in bringing us to this point.   Our gratitude to all the patrons, Trustees, staff members, volunteers and well-wishers for their commitment and dedication.   Do give the report a reading and share your feedback. Happy Reading! #PalliativeCare #SparshHospice #QuarterlyReport

Manage your staff bank & agency all in one place with a real and true emphasis on a bank-first policy... ✅ Almost 0 off-framework agencies in use ✅ Significant reduction in number of shifts sent to agency ✅ Shifts that are cascaded to agency remain open to bank More control, better operational efficiencies & less agency spend with Locum's Nest 💨

East Sussex MSK Community Partnership launches. The change to MSK services is part of a wider transformation across the entirety of the Sussex system, led by NHS Sussex, to deliver consistently high quality services. Find out more https://lnkd.in/ejbbRvss

Ontario Expanding Access to Palliative Care in Leeds Grenville Two new residential hospice beds at Beth Donovan Hospice in North Grenville will connect more people to end-of-life care close to home! Brockville – The Ontario government is connecting more people in North Grenville to comfortable and dignified end-of-life care, in their community close to their loved ones by adding two new residential hospice beds at Beth Donovan Hospice, announced Leeds-Grenville-Thousand Islands and Rideau Lakes MPP Steve Clark. https://lnkd.in/g578TSJc

The new Support at Home Handbook📑 is here with interesting facts... 💥 SaH echoes the Commonwealth Home and Support Program and is clearly based on its operational model 💥💥 A single provider will continue to provide services to a SaH participant however, when CHSP recipients transition in SaH they will be able to choose multiple providers...🤔 💥💥💥Care Management becomes a clinical service type and the allocated funding - 10% of the client's quarterly budget - will be pooled with the provider in order to be utilised across its participants . There will be an option to Self Manage with the contribution for this option sitting in a grey zone so far.. Will these participants be excluded by the 10% pool? 💥💥💥💥 The proposed co-contribution scheme sounds like a solid tactic to tackle long waiting lists... 🔖Find all the future arrangements here: https://lnkd.in/gYnKyJHq

The The King's Fund highlights the critical importance of growing and investing in primary and community health and care services, labeling it as one of the most significant policy failures of the last 30 years. This resonates deeply in the field of eye care and optometry. Learn more about the healthcare policies of different parties in the comparison provided by The King's Fund: https://lnkd.in/ez3DnWqK Additionally you can read College of Optometrists manafesto to end the eye care crisis, at the heart of that is primary and community eye care policy interventions and investment. Let’s end 30 years of stagnation, so by 2030 we are equipped to provide the eye care that people need to ensure they are not effected by avoidable sight loss. https://lnkd.in/ep6UcdMz?

I'm paraphrasing Toby Porter speaking to the health and social care committee last week however, the clip below shares the Hospice UK chiefs acknowledgement of the views shared in parliament the day before. ICB's have a very difficult job and there is no god given right to funding for Hospices but strategic planning and financing is required and we see no evidence of strategic planning or funding taking place. Statutory guidance indicates that ICB's should specify clearly what needs to be in place to deliver high quality end of life care for their populations (NHSE, 2022). However, a very quick review of the web for #PEOLC strategies reinforces Toby's view as nearly 65% of ICS's do not appear to have an easily available or accessible palliative or end of life care strategy for their region. https://lnkd.in/e-VP2fSv

I have been watching with keen interest all the LinkedIn posts from many ex-colleagues about the move-in process as the Midland Met Hospital opened its doors to staff, visitors and patients over the weekend. It seems like a remarkably well planned and managed transition, and I am really pleased for those involved. I also applaud Balfour Beatty plc for completing the project from the graveyard it once inhabited. Sadly however, such a well-run process should not overshadow or allow people to forget what came before, which was probably one of the worst public-private partnership procurements ever witnessed by the industry, where 2 of the 3 bidding consortia walked away leaving the Sandwell & West Birmingham NHS Trust to negotiate a contract with Carillion. Everyone thought that Carillion could not lose from this position. By the time financial close and start on site was occurring in January 2016, the cracks in the company were already there for all to see. Within 2 years the project was reported as being 17m pounds over the contract price Carillion negotiated and was significantly delayed, which contributed towards the liquidation of the parent company. Upon liquidation it was clear the facts were far worse than had been reported. Now we sit here the day after the NHS Trust has moved in and I reflect on the procurement meetings with the NHS Trust almost 10 years ago to the day. They chose arrogance over collaboration as the NHS Project Director and CEO at the time laughed off the private sector concerns (yes, I mean actually laughing at us). The result? A project that has taken 10 years to complete and a construction bill way in excess of one billion pounds. A somber lesson to show that dismissing private sector concerns can lead to a costly outcome and that the only way complex projects should be procured is through collaboration, not ignorance.

Here we explore the typical practicalities and considerations associated with third party involvement in transactions, and highlight the need for identifying these parties at an early stage. This video forms part of a series with head of Health Real Estate James Atkins, sharing five key recommendations for NHS Trusts and Foundation Trusts acquiring freehold land for development purposes. For more: https://lnkd.in/eVpxGuaa #RealEstate #FreeholdLand #NHSTrust