Welcome event presentation

Clinical Practice Guidelines / Pathways as a Strategy / Tool for Hospital Quality Service Improvement

This document summarizes the learning from pilot projects aimed at improving phlebotomy services using Lean methodology. Key findings include: understanding patient data is important to improve performance; observing processes from the patient perspective reveals opportunities; establishing clear standards helps focus improvement efforts; and fixing phlebotomy in isolation may not impact broader patient pathways. Common themes across sites included managing services with data, training staff in Lean tools, improving communication, and reducing waste.

This document provides an outline and overview of clinical pathways. It begins with the history and origins of clinical pathways in the 1980s. It then defines clinical pathways as multidisciplinary tools to standardize and optimize care for specific patients based on evidence. The document discusses why pathways are used, including to improve quality of care, maximize efficiency, reduce variability, and support clinical effectiveness. It also covers potential issues, benefits, components of pathways, and how pathways are developed through a multidisciplinary process.

Costing hospital Services poses serious challenges in identifying the basis of allocation of costs and the allocation itself. This PPT gives you the entire methodology

A presentation from the 2014 Annual Results and Impact Evaluation Workshop for RBF, held in Buenos Aires, Argentina.

This document discusses clinical audits, which systematically review patient care against criteria to improve outcomes. Clinical audits compare current practices to standards to identify any gaps and drive improvements. They have been incorporated worldwide as part of clinical governance efforts since the 1990s. Some key points made include: - Clinical audits can reduce risks, ensure cost-effectiveness, and improve patient care and outcomes. - One of the earliest clinical audits was conducted by Florence Nightingale during the Crimean War, which significantly reduced mortality rates. - Audits ask if standards are being followed correctly, while research asks if the right approach is being taken. - Successful audits include clear, measurable criteria; objective data collection; analysis

This document presents the design of a study on patient feedback systems at Kasturba Hospital in Manipal, India. The objective of the study was to assess patient satisfaction levels and identify factors influencing satisfaction through analyzing patient feedback. A questionnaire was administered to 198 inpatients and 144 outpatients to collect primary data on demographics, satisfaction with various hospital services, and opinions. Secondary data on the hospital profile was also collected. Preliminary findings show high confidence levels in treatment among most patients. Further analysis through chi-square testing will examine relationships between education, confidence, and recommendation behavior.

This document discusses clinical audit and statistics. It begins by defining audit and its importance in clinical practice. The document outlines the types of audit and how statistics are used in clinical practice. It discusses the components of a clinical audit and defines key statistical terms like population, sample, and descriptive statistics. The document provides examples to illustrate statistical concepts and calculations like descriptive statistics and the area under the curve of a normal distribution. It emphasizes that the goal of statistics is to summarize data in a way that is understandable for non-statisticians.

The National Service Framework for Quality Improvement of NHS Libraries provides a standardized approach to quality assurance and improvement for NHS health libraries. It establishes 5 domains and standards to assess library services. Implementation of the framework includes training, self-assessment of libraries, and peer reviews to identify gaps and drive service improvement. The framework benefits libraries by facilitating quality management, standardizing quality processes, and providing opportunities for staff development in skills like change management and project management.

Staff views of patient complaint policy The document discusses a study that interviewed hospital staff about managing patient complaints. It found that clinicians see complaints as opportunities for improvement but administrative processes separate them from complaints. Staff suggested complaints be managed based on risk, responding immediately and directly to the patient. The study also found a need to aggregate patient feedback data from multiple sources and link it to service improvement efforts. Clinicians prioritized resolving complaints for individual patients and system improvement, while administrators focused on following processes. The research implications are for health services to manage complaints by risk level and link aggregated patient feedback to improvement.

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This document provides an overview of fundamental principles in quality assurance (QA) projects in the Ministry of Health. It defines key QA terms like quality assurance, quality control, and quality improvement. It discusses the QA cycle which involves problem identification, prioritization, analysis, verification, study identification, implementation of remedial actions, and monitoring. It also outlines steps in a QA study such as formulating objectives, identifying indicators, variables, criteria, and standards. Data collection techniques and types of analysis are briefly described. The document emphasizes applying a systematic approach and using data to drive continuous quality improvement in healthcare organizations.

This document discusses patient satisfaction in hospitals, specifically for inpatient departments (IPD). It defines IPD as requiring admission to closely monitor patients during and after procedures. Factors that influence inpatient care are discussed, including hospital staff, continuing medical education, physical facilities and equipment, and effective bed utilization. Measures to improve IPD satisfaction are presented, such as allowing patients to freely consult with physicians and nurses, providing low-cost treatment and services, using sophisticated technology and equipment, and restricting bed numbers with adequate facilities. Patient satisfaction is identified as an important health outcome and understanding domains of satisfaction can help improve overall patient care quality.

This document discusses clinical pathways and clinical practice guidelines. It defines clinical pathways as multidisciplinary plans of best clinical practices for specific patient groups. Clinical pathways help improve quality of care, reduce variation, and enhance communication. The document outlines the components and development process of clinical pathways, including establishing multidisciplinary teams, collecting data, and monitoring variances. It also discusses how clinical practice guidelines are evidence-based statements that optimize patient care through systematic reviews and benefit-harm assessments.

An overview of clinical audit. Talk by Yvonne Murray as part of the Fastbleep Academic Masterclasses 2011.

This document discusses quality standards in hospitals as defined by the National Accreditation Board for Hospitals and Healthcare Providers (NABH) in India. It provides an overview of the NABH's 3rd edition standards, which include 102 standards across 10 chapters focusing on patient safety and continuous quality improvement. The standards are non-prescriptive and provide guidance. The document also discusses NABH's multi-disciplinary approach, accreditation process, impact of accreditation, and benefits it provides to patients, hospitals, staff, and regulatory bodies by promoting high quality care.

The document outlines key success criteria and best practices for clinical commissioning groups under the new NHS framework. It discusses the need to design sustainable patient pathways through collaborative relationships. Commissioning groups will need to make intelligent use of data combined with GP experience to define "waste free" pathways and ensure compliance with guidelines. A multi-dimensional approach is recommended that involves needs assessment, evidence-based practice, service redesign, and choosing optimal treatment locations through modeling and trend analysis. Operational excellence is seen as integral to effectively implementing the new GP commissioning framework.

Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event. Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development. This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being. More information is available online: www.expo.nhs.uk

The Role of Economic Evaluation and Cost-Effectiveness in Program Science by Aslam H. Anis, PhD, FCAHS (english)

Jack Nagle looks at Supporting Quality & Efficient Delivery of Healthcare Services to Patients in Ireland and the UK.

This document provides an introduction to dental contract reform prototypes in the UK. The objectives of the reform are to maintain or improve access to dental care, improve oral health, do so within the current financial envelope, and in a way that is financially sustainable. The prototypes test two blended remuneration models - blend A and blend B - which split the contract value between capitation and activity payments. The prototypes have been running since early 2016 to test the reformed contract's ability to achieve its goals before a potential national rollout.

The document outlines some key success criteria and best practices for clinical commissioning groups under the new NHS framework: - Driving sustainable patient outcomes by defining tailored care pathways that provide effective and efficient service. - Building collaborative relationships with partners and defining "waste-free" care pathways while ensuring compliance with guidelines. - Balancing innovation, outcomes, costs, and patient needs by making intelligent use of data and doctors' experience.

This document discusses operational excellence for clinical commissioning under the new NHS framework. It outlines some key success criteria, including driving sustainable patient outcomes through tailored care pathways, building collaborative relationships with partners, and making intelligent use of data combined with clinical experience. It then provides more details on various best practices that commissioners should consider, such as service redesign, treatment location decisions, governance structures, and using data analytics. Finally, it describes how the consulting organizations can help in areas like strategic visioning, pathway workshops, and informed decision-making.

The document discusses revalidation for doctors in the UK. It explains that revalidation is a process intended to promote improvements in patient safety and quality of care. As part of revalidation, doctors must participate in annual appraisals and provide supporting information on their continuing professional development, quality improvement activities, significant events, colleague and patient feedback, and compliments or complaints. Practice managers have an important role in supporting revalidation by helping doctors collect this information and ensuring practice systems are in place to facilitate the revalidation process.

Clinical pathways provide a standardized, multidisciplinary care plan for specific diagnoses or procedures. They outline key steps, interventions, and expected outcomes for patients' hospital stays. Developing clinical pathways requires input from physicians, nurses, and other healthcare professionals to establish best practices based on evidence and optimize resource utilization and quality of care. Nurses play an important role in following the clinical pathway for patients, informing the team of any variances, and collaborating with other professionals.

For the NHS to continue to meet patients’ changing needs in the 21st century and remain clinically and financially viable there must be a collective effort across the organisation to tackle variation in quality and outcomes at pace. To ensure trust clinical services develop in a way that supports this vision the trust has introduced a major transformation programme ‘Transforming Care Together’.

The General Pharmaceutical Council (GPhC) has approved new outcome-focused standards for registered pharmacies that will come into effect after a 12-month transition period. The standards aim to strengthen pharmacy regulation by holding owners and superintendents accountable for meeting five principles focused on patient safety. The principles cover governance, staff competency, premises safety, service delivery, and equipment use. A consultation on new Rules to enforce the standards will occur before they become fully enforceable in October 2013.

This document discusses using a benefits-driven approach to change management and service transformation in the NHS. It provides examples from demonstration projects that delivered benefits like reduced wait times, improved patient and staff experience, and cost savings. The key messages are that a benefits approach keeps stakeholders engaged, makes evaluation and reporting of progress easier, and helps change initiatives contribute to shared objectives over the long term.

This document provides an overview of quality improvement (QI) concepts and tools. It discusses the key dimensions of healthcare quality and defines QI. The QI journey is summarized as building willingness for change, understanding the current system, developing aims and change ideas, testing changes using the PDSA cycle, implementing successful changes, and spreading changes. Popular QI tools introduced include driver diagrams, process mapping, the Model for Improvement, statistical process control charts, and Plan-Do-Study-Act cycles. Tips for successful QI projects emphasize clear aims, manageable scope, leadership, engagement, data, measures, and sharing learning.

Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event. Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development. This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being. More information is available online: www.expo.nhs.uk

Anuj K Dalal presents information on a PCORI research grant: Relative patient benefits of a hospital-PCMH collaboration within an ACO to improve care transitions.

This webinar provided an overview of engaging public and patient partners in rapid reviews. It discussed the National Collaborating Centre for Methods and Tools' rapid evidence service which responds to priority public health questions from decision makers within 5-10 days by modifying rapid review processes. It highlighted challenges of tight timelines for partner engagement and solutions like training partners. Presenters from patient and researcher perspectives shared insights around meaningful engagement in rapid reviews.

The document discusses quality improvement tools and approaches that can be used to improve patient care processes. It describes Lean, Six Sigma and the Model for Improvement as leading approaches. Key tools covered include root cause analysis, failure mode and effects analysis, SIPOC diagrams and visual management. An example scenario of reducing central line infections at a hospital is used to illustrate applying these tools and approaches to analyze the current process, identify issues, and develop countermeasures to improve outcomes.

The document describes a simulation project called SIMTEGR8 that was conducted to evaluate the impact of interventions from the Better Care Fund on emergency admissions in Leicestershire, UK. The project used simulation modeling to assess four integrated care pathways and provide recommendations. Workshops were held with stakeholders and patients to discuss the pathways and identify issues. The findings from the project informed local commissioning of integrated care under the Better Care Fund.

Presentation detailing predictive analytics solution uses and results to improve patient flow in large New Jersey hospital

This document summarizes a workshop on designing managed access programs (MAPs) for rare disease drugs. The workshop objectives were to enhance understanding of MAPs' role in patient access and work in groups to design MAPs within national pharmacare. The agenda included case study discussions, working groups to refine MAP proposals, and summarizing recommendations. Case studies examined complex therapies, gene therapies, and rare disease drugs. Groups addressed questions on stakeholder involvement, eligibility, stopping criteria, ensuring compliance, and using data for decisions. Feedback informed further discussion on feasibility and a closing discussion reflected on progress and remaining questions around health technology assessments, clinician input, expertise, and patient experiences.

The Health and Social Care Committee published a report on NHS dentistry identifying a crisis in access that is declining oral health. The report makes 16 recommendations to reform the dental contract system, improve workforce issues, and ensure the dental profession is represented in integrated care boards to better plan local dental services and commission flexible models using population need assessments.

The document provides responses from an expert helpdesk to various questions about NHS contracting regulations and policies. The questions cover topics like eligibility for APMS contracts, practice advertising on social media, subcontracting PCN services, electronic signatures on contract variations, director retirement requirements, changing a GOS contract to a company, reversing a pharmacy sale, allowing a company-to-company GDS contract change, and optical supplier contracting requirements. Concise answers are provided addressing the specifics of each question.

The document summarizes the Network Contract DES 2022/23, outlining the priorities and requirements for Primary Care Networks (PCNs) over the next year. Key points include maintaining stability for general practice, bolstering workforce investment, and supporting recovery of communities. The DES provides additional funding for roles through the ARRS scheme. PCNs must meet requirements for enhanced access, medication reviews, care homes, early cancer diagnosis, social prescribing, and tackling health inequalities. Investment and Impact Funding is available across 36 indicators within 3 domains.

PCC has delivered coaching and mentoring support to several senior NHS leaders through their ILM 7 qualified executive coaches. Coaching is effective and can improve work performance, relationships, communication skills, and help recoup the costs of coaching programs. Coaching focuses on skills, behaviors, personal transformation, supports reflection, and builds motivation and competence through timely and relevant application to current work situations. PCC coaches have experience supporting individuals meet goals, provide a safe space for discussion of work and personal issues without judgment, and allow reflection not generally available otherwise.

The planning guidance for 2022/23 focuses on 10 priority areas for the healthcare system including workforce, COVID-19 response, elective care, urgent care, primary care, mental health, population health management, digital, resources, and integrated care boards. Key actions include reducing the elective backlog, improving access to primary care and mental health services, using digital tools and data to redesign care, and establishing integrated care boards to develop 5-year strategic plans. The overall message is that the system must have a population health focus, primary care must influence plans, and partnership working is needed to implement new models of care.

The document outlines plans for primary care networks (PCNs) in England for 2021-22 and 2022-23, focusing on improving prevention, patient outcomes, access, and outcomes for patients on medication. It discusses changes to the 2021-22 Network DES and new funding of £43 million allocated based on need to support PCN leadership. An investment and impact fund of £150 million in 2021-22 and £225 million in 2022-23 is outlined with requirements around cardiovascular disease prevention, tackling health inequalities, and anticipatory care.

The document outlines 3 ways to motivate a team through uncertainty: 1) Empathize by listening to concerns and acknowledging feelings, 2) Communicate frequently with clear, easy to understand information and check in regularly even without news, 3) Praise good work by noticing efforts and telling people specifically what they did well.

The document outlines 3 ways to be resilient through change: 1) Value your skills and acknowledge your strengths to boost confidence during challenges. 2) Stay engaged and informed by asking questions so you can adapt to changes. 3) Seek opportunities in changes by thinking how to adapt and being open to new experiences.

The document discusses recent procurement updates and proposed reforms in the UK. It covers procurement rules during COVID-19 emergencies, changes after Brexit, an increased focus on social value, and plans to reform healthcare procurement to reduce competition and bureaucracy. Proposed reforms aim to give public bodies more flexibility in selecting providers and promote goals like quality, value, and innovation over competitive tendering alone.

PCNs are networks of general practices and other providers that will work together locally to provide coordinated care for their patients. PCNs must develop clinical and estates strategies to identify what services will be delivered and where. The strategies require understanding all current estate usage within the PCN and identifying available space to deliver expanded services. Technological solutions and better utilization of existing space can help address lack of capacity.

This document summarizes three UK government procurement policy notes (PPNs) relating to the COVID-19 pandemic. PPN 01/20 provides guidance on urgent procurement options to respond to COVID-19 needs. PPN 02/20 focuses on ensuring supplier relief and continued payment during the pandemic. PPN 04/20 builds on previous guidance and advises contracting authorities to review relief measures and work with suppliers on transition plans as the country moves towards recovery. Key recommendations include continuing prompt supplier payments, maintaining transparency, and partnering openly with suppliers.

This document outlines the funding increases for 2020/21 to Personal Medical Services (PMS) and Alternative Provider Medical Services (APMS) contracts compared to General Medical Services (GMS) contracts. PMS contracts will receive an uplift of £3.13 per weighted patient and APMS will receive £2.63. Commissioners should apply these increases except where locally negotiated contracts specify otherwise. The document provides details on calculating weighted list sizes and outlines additional increases to out-of-hours deductions and Quality and Outcomes Framework (QOF) points. Support is available to help annual contract holders implement the changes.

Annual contract holders with PCC have access to virtual networking sessions on various healthcare topics. These sessions allow contract holders to discuss current issues, concerns, and best practices with colleagues and PCC advisers. Upcoming sessions over the next month will focus on medical contracting, primary care networks, premises, dental, and eye care. Specific discussion topics for prior sessions included the impact of COVID-19, quality measures, integration with local services, and regulatory changes.

This document discusses stress at work and provides strategies for managing and reducing stress. It defines work-related stress as the pressure or demands placed upon employees. Some signs of stress include concentration issues, mood swings, tiredness, and changes in behavior such as absenteeism or recklessness. Suggested strategies for managing stress include talking to others, deep breathing, finding quiet time, relaxing muscles, and changing negative thoughts. The goal is to make one's mind and body feel better to focus on tasks during difficult times. Building resilience through understanding stressors and stress resistance can help mitigate the effects of stress.

The document provides guidance on procurement policies during the Covid-19 pandemic. Procurement Policy Note 01/20 discusses options public bodies have to urgently procure goods and services according to regulations. Policy Note 02/20 provides guidance on paying suppliers to ensure service continuity, including paying invoices immediately and providing advance payments. The guidance aims to maintain supplier cash flow and protect jobs during the pandemic.

The document summarizes changes to optometry services in the UK due to the Covid-19 pandemic. It outlines that all routine optical services are suspended and only urgent/essential eye care is being provided by optical practices. Personal protective equipment guidance for optometrists is being updated regularly. Contracts and funding for 2020-21 are being revised to support practices providing urgent care and free up workforce to support other NHS services during the pandemic. Guidance on infection control and supporting the optical workforce is also provided.

This document provides summaries of responses from various helpdesks managed by PCC to frequently asked questions. The helpdesks address topics such as contract variations, business rates reimbursement, pharmacy ownership transfers, and adding additional premises to eye care contracts. Responses provide clarification on related policies and requirements from NHS England. Annual contract holders with PCC have unlimited access to these helpdesks for quality assured answers within three working days.

This document discusses how the Myers-Briggs Type Indicator (MBTI) personality assessment can help managers and teams work more effectively during the Covid-19 pandemic. The MBTI framework examines preferences in how people direct energy, receive information, make decisions, and interact with others. A virtual 90-minute MBTI training session for up to 12 people is offered to help teams appreciate personality differences, understand how differences can complement each other, and develop communication and decision-making skills to navigate changing situations. The goals are to make teams more self-aware, confident, effective communicators, and able to build on strengths.

Teaming refers to coordination and communication between people, often across disciplinary boundaries, to accomplish interdependent work. In contrast to static teams, teaming involves shifting group interactions and differing perspectives as work and tasks change over time. Teaming is especially important when work is complex, unpredictable, or requires collaboration with new or different people across organizational boundaries. During the COVID-19 pandemic, teaming has become a necessity for many kinds of work, requiring leadership to integrate diverse views, systematically examine options and implications, and make decisions to move forward.

To create a network on the NHS networks website, you first need to register and log in. You then provide the name of your network, a description, keywords, contact details, and optionally a logo. Next, you select the sections for your network and publish it. To add content, you access the toolbox by clicking on your network name and selecting toolbox. For more help, you can contact enquiries@pcc-cic.org.uk.

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This edition features a handful of 5 Most Influential Pharmaceutical Leaders in India 2024 that are at the forefront of leading us into a digital future

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