This webinar will provide:
• Key lessons learned from review of 7DS Board Assurance Framework (BAF) return in February
• Information on how to prepare for the next submission by 28th June 2019
• An opportunity to raise questions
Preparing for the Board Assurance framework for 7DS with guest speaker from U...NHS England
This webinar will provide:
• An update on the requirements of the new Board Assurance Framework for 7 day services
• An opportunity to hear the experience of University Hospitals Plymouth NHS Trust which was one of the pilot sites
• An opportunity to raise queries and share learning
Purpose of the Call:
Review the results of the National VTE audit day
Discuss lessons learned from the audit day – strengths and areas for improvement
Suggest future value of audits and audit tools for your organization
Gather ideas for future steps for implementation of VTE prophylaxis
Click the link below for more information and to watch the recorded webinar.
http://bit.ly/12QiAf5
Elective Care Conference: system wide approach to improving cancer waiting ti...NHS Improvement
The document discusses the London Cancer Alliance's system-wide approach to improving cancer waiting times performance across North West and South London. It provides an overview of the Alliance's performance monitoring and pathway improvement initiatives. Tumor-specific data is analyzed to identify areas for targeted improvement work. Scorecards with key metrics are used to monitor performance at both the alliance and trust levels, and tumor pathway groups meet regularly to address issues. The goal is continued standard achievement through embedded data analysis and clinical engagement in pathway redesign.
This document summarizes two presentations from a webinar on approaches to medication reconciliation using technology. The first presentation describes Toronto East General Hospital's implementation of electronic medication reconciliation using their Cerner EHR system. The second presentation describes Whitehorse General Hospital's use of Iatric Software's Patient Discharge Instructions system to conduct medication reconciliation at admission and discharge when an EHR is not available. Both implementations have improved medication reconciliation processes but also face challenges around physician engagement, customization of reports, and integration with other systems.
This document summarizes a national call on October 1st, 2013 about a Canadian MedRec Quality Audit. It includes an overview of the audit tool and experiences using the tool from two organizations. The Winnipeg Regional Health Authority audited admission medication reconciliation processes at Churchill Health Centre and found opportunities for improvement around collecting medication histories and documenting rationales for medication changes. Interior Health in British Columbia also used the audit tool and found that medication histories were usually based on more than one information source but rationales could be documented more consistently. The call promoted a Canadian MedRec Quality Audit Month in October for healthcare organizations to use the audit tool to measure and improve admission medication reconciliation.
Objectives:
By the end of this call, you will be able to:
•Describe the processes of Root-Cause Analysis (RCA) and Multi-Incident Analysis (MIA) and their role in quality improvement
•Compare and contrast the different approaches to collecting hospital-acquired VTE data
•Identify an approach suitable for improving patient safety at your institution
Purpose of the Call:
Women's College Hospital is an academic ambulatory hospital. The speaker will share their hospital’s journey as they sought to implement best practices for medication reconciliation from other settings customized for the ambulatory environment.
Read more and watch the webinar recording: http://bit.ly/1sxHIUP
Preparing for the Board Assurance framework for 7DS with guest speaker from U...NHS England
This webinar will provide:
• An update on the requirements of the new Board Assurance Framework for 7 day services
• An opportunity to hear the experience of University Hospitals Plymouth NHS Trust which was one of the pilot sites
• An opportunity to raise queries and share learning
Purpose of the Call:
Review the results of the National VTE audit day
Discuss lessons learned from the audit day – strengths and areas for improvement
Suggest future value of audits and audit tools for your organization
Gather ideas for future steps for implementation of VTE prophylaxis
Click the link below for more information and to watch the recorded webinar.
http://bit.ly/12QiAf5
Elective Care Conference: system wide approach to improving cancer waiting ti...NHS Improvement
The document discusses the London Cancer Alliance's system-wide approach to improving cancer waiting times performance across North West and South London. It provides an overview of the Alliance's performance monitoring and pathway improvement initiatives. Tumor-specific data is analyzed to identify areas for targeted improvement work. Scorecards with key metrics are used to monitor performance at both the alliance and trust levels, and tumor pathway groups meet regularly to address issues. The goal is continued standard achievement through embedded data analysis and clinical engagement in pathway redesign.
This document summarizes two presentations from a webinar on approaches to medication reconciliation using technology. The first presentation describes Toronto East General Hospital's implementation of electronic medication reconciliation using their Cerner EHR system. The second presentation describes Whitehorse General Hospital's use of Iatric Software's Patient Discharge Instructions system to conduct medication reconciliation at admission and discharge when an EHR is not available. Both implementations have improved medication reconciliation processes but also face challenges around physician engagement, customization of reports, and integration with other systems.
This document summarizes a national call on October 1st, 2013 about a Canadian MedRec Quality Audit. It includes an overview of the audit tool and experiences using the tool from two organizations. The Winnipeg Regional Health Authority audited admission medication reconciliation processes at Churchill Health Centre and found opportunities for improvement around collecting medication histories and documenting rationales for medication changes. Interior Health in British Columbia also used the audit tool and found that medication histories were usually based on more than one information source but rationales could be documented more consistently. The call promoted a Canadian MedRec Quality Audit Month in October for healthcare organizations to use the audit tool to measure and improve admission medication reconciliation.
Objectives:
By the end of this call, you will be able to:
•Describe the processes of Root-Cause Analysis (RCA) and Multi-Incident Analysis (MIA) and their role in quality improvement
•Compare and contrast the different approaches to collecting hospital-acquired VTE data
•Identify an approach suitable for improving patient safety at your institution
Purpose of the Call:
Women's College Hospital is an academic ambulatory hospital. The speaker will share their hospital’s journey as they sought to implement best practices for medication reconciliation from other settings customized for the ambulatory environment.
Read more and watch the webinar recording: http://bit.ly/1sxHIUP
Purpose of the Webinar
1.Describe the process of developing an undergraduate MedRec IPE Event involving > 480 senior Medicine, Pharmacy and Nursing students;
2.Explain the logistics of conducting the event in multiple venues and urban/remote locations;
3.Discuss the successes and challenges of communicating MedRec patient safety concepts through this process; and
4.Describe future opportunities for enhancing undergraduate MedRec training in an interprofessional environment.
Watch the webinar recording: http://bit.ly/1fSqsqv
Illustration on how the CPGs Adaptation Program has helped in quality improvement through compliance with national and international accreditation standards.
Purpose of the call:
To learn about:
•successful strategies and approaches to engage patients and caregivers in MedRec,
•how teams effectively dialogue with patients and their caregivers on the benefits of having an accurate medication list, and
•the development of paper and electronic tools and resources created for patients and their caregivers to create and maintain their medication lists.
Watch the webinar http://bit.ly/1fnE61V
Purpose of the Call:
•Provide an overview of the MARQUIS toolkit components, informed by medication reconciliation best practices, designed to help hospitals improve the quality of their medication reconciliation processes
•Preview the preliminary results of the MARQUIS study in order to understand the effects of a mentored quality improvement intervention on medication reconciliation errors
•Discuss lessons learned from study sites that have implemented the MARQUIS program and how they might be applied to Canadian hospitals, including an exploration of barriers to implementation and how to overcome them
•Make the case for provinces, health systems, and hospitals to invest in medication reconciliation quality improvement efforts, and why physicians need to play a major role in these efforts.
Watch the webinar: http://bit.ly/1ji1voq
Purpose of the Call:
Horizon, Moncton, NB will:
1.Demonstrate the timeline for the development of a provincial bilingual medication reconciliation form and process
2.Identify how technology provided an avenue for a multi-site team collaboration
3.Distinguish the key elements in a provincial bilingual medication reconciliation form
Saskatoon Health Region Home Care, SK will:
1.Share how they developed a nurse driven, paper-based MedRec program to support home care clients in medication management.
2.Outline their current MedRec process
3.Showcase their current Med Rec/BPMH form and data collection form for the audit process.
Watch the recording here: http://bit.ly/1fOTJwt
This document introduces a new tool to assess the quality of admission medication reconciliation (MedRec) processes. The tool allows hospitals to collect patient-level data on key determinants of admission MedRec quality. It focuses on the three core steps of MedRec: collecting a best possible medication history, comparing it to admission orders, and correcting any discrepancies. The tool is designed for easy data submission and analysis through an online system. Using this tool, hospitals can identify specific areas in their MedRec processes needing improvement by quantifying how well each step is performed.
1.To discuss:
•strategies to engage physicians in medication reconciliation
•the benefits of medication reconciliation from the perspective of physicians
•physician roles in the medication reconciliation process
2.To provide an opportunity for teams to discuss their MedRec questions and challenges with a panel of physicians
IMS Health Clinical Trial Optimization SolutionsQuintilesIMS
IMS Health's Linda T. Drumright, general manager, Clinical Trial Optimization Solutions presents at the 3rd Annual Patient Recruitment & Retention Summit 2014 - San Francisco, CA
This document summarizes a webinar for selecting topics for a national ICU collaborative initiative in 2016-17. It discusses the results of a survey where pain, agitation, and delirium (PAD) and end-of-life care were the top choices. Potential Topic 1 provides an overview of how end-of-life care could be improved across the ICU continuum. Potential Topic 2 reviews evidence that consistent pain assessment and management paired with sedation protocols can reduce length of stay and complications. The webinar participants then decided to focus on improving PAD management in 2016-17.
Purpose of the Call:
By the end of this webinar you will: •Hear about the changes to the MedRec in Home Care GSK
•Hear about the broader home care concepts as it relates to MedRec
•Receive practical tips and insights from the field
Seven Day Hospital Services Workshop: South East NHS England
This workshop event, hosted by NHS England and NHS Improvement, brought together acute trust’s working towards the delivery of the four priority clinical standards by March 2018. Trust clinical leads and operational managers shared local challenges and solutions to delivery.
•Understand the Accreditation Canada requirements for medication reconciliation at discharge
•Learn from the experience of patients and receiving healthcare providers
•Gain insight into practical strategies for communicating accurate medication information at discharge
READ MORE: http://bit.ly/1ja1gxY
A personalized training workshop for the PRM Department Staff at KSUMC at large. The specific target audience is the CPG working groups and new committee members.
Access the webinar here:
http://bit.ly/1eio3ka
Purpose of the Call:
1.Discuss the results of the pan-Canadian survey of existing practices with respect to the use of technology to support Medication Reconciliation (MedRec)
2.Describe the steps and considerations for transitioning to electronic MedRec (eMedRec)
3.Identify factors that support and impede successful migration of paper MedRec to eMedRec.
4.Discuss the lessons learned from research and other organizations.
5.Introduce the toolkit to support healthcare providers in making a safe and effective transition from paper MedRec to eMedRec.
This document discusses the new National Safety and Quality Standards for healthcare services in Australia. It outlines the objectives to improve safety and quality for patients using the standards, implement consistent accreditation through a national scheme, and have a flexible transition period for implementation. Several clinical areas are highlighted as potential challenges, including partnering with consumers, preventing infections, and clinical handover.
The document outlines the assessment process and scoring methodology for the Kayakalp program, which aims to promote cleanliness, hygiene and infection control in public health facilities in India. It describes the various themes (areas of assessment), criteria, checkpoints and scoring system used. It provides details on the roles and responsibilities of internal and external assessment teams, as well as pre-assessment, during assessment and post-assessment activities like gap analysis and action planning. The goal is to help facilities improve cleanliness standards through a continuous assessment and quality improvement cycle.
Elective care conference: imaging demand and capacity NHS Improvement
The document summarizes the results of demand and capacity modeling done for radiology services at Bradford Teaching Hospitals NHS Foundation Trust. The modeling found current deficits between 239-290 CT slots and 28-83 MRI slots per week to meet demand at the 65th-85th percentiles. For CT, there is also a backlog of 176-241 patients that requires clearing. The conclusions are that measuring demand, capacity, activity and backlog allows identification of bottlenecks and focus of improvement efforts, and justification of capital investments or alternate solutions to address shortfalls.
PFCC Methodology and Practice: Deliver Ideal Care Experiences and Outcomes…By...EngagingPatients
The document describes the Patient and Family Centered Care (PFCC) methodology used at UPMC, a large integrated health system. The six-step PFCC methodology involves: 1) defining the care experience, 2) forming a guiding council, 3) observing the current state through shadowing, 4) identifying touchpoints through a working group, 5) creating a shared vision for an ideal experience, and 6) implementing improvement projects. The methodology aims to improve outcomes and experiences by engaging patients and families in co-designing care and breaking down silos between care providers. Examples of successful PFCC projects that improved discharge processes and communication through bedside rounding are provided.
Quality assurance programs overview in government hospitalUpendra Kushwah
The document discusses quality assurance in healthcare. It defines quality as meeting predetermined standards and customer expectations through minimizing variations and standardization. It outlines aims to ensure access to quality health services and satisfaction among users. Key aspects of quality include effectiveness, efficiency, equity, safety, timeliness and patient-centeredness. The document then provides details on quality assurance programs and assessments at the district, state and national level including formation of quality teams, indicators, audits, certifications and more. It discusses several specific quality programs like LaQshya for maternal and child health, SUMAN for maternal healthcare and Kayakalp for cleanliness in public health facilities.
Seven Day Hospital Services Workshop: South West NHS England
This workshop event, hosted by NHS England and NHS Improvement, brought together acute trust’s working towards the delivery of the four priority clinical standards by March 2018. Trust clinical leads and operational managers shared local challenges and solutions to delivery.
7 day services practical tips for achieving consultant review of patients wit...NHS England
Sue Cottle, Programme Lead, 7 Day Services, Sustainable Improvement, NHS England South
Celia Ingham Clark, MBE, Medical Director for Clinical Effectiveness, NHS England
Claire Gorzanski, Head of Clinical Effectiveness, Salisbury NHS Foundation Trust
Sam Burrows, Director of Strategy, NHS Wokingham CCG
This webinar aims to provide you with:
An overview of the updated guidance for the priority clinical standards and timing of the forthcoming self-assessment survey
Practical examples of how commissioners and acute providers are working together to support delivery of timely Consultant assessment (clinical standard 2) – their successes, challenges and opportunities
An opportunity to ask questions of your colleagues and identify key areas of support required
Purpose of the Webinar
1.Describe the process of developing an undergraduate MedRec IPE Event involving > 480 senior Medicine, Pharmacy and Nursing students;
2.Explain the logistics of conducting the event in multiple venues and urban/remote locations;
3.Discuss the successes and challenges of communicating MedRec patient safety concepts through this process; and
4.Describe future opportunities for enhancing undergraduate MedRec training in an interprofessional environment.
Watch the webinar recording: http://bit.ly/1fSqsqv
Illustration on how the CPGs Adaptation Program has helped in quality improvement through compliance with national and international accreditation standards.
Purpose of the call:
To learn about:
•successful strategies and approaches to engage patients and caregivers in MedRec,
•how teams effectively dialogue with patients and their caregivers on the benefits of having an accurate medication list, and
•the development of paper and electronic tools and resources created for patients and their caregivers to create and maintain their medication lists.
Watch the webinar http://bit.ly/1fnE61V
Purpose of the Call:
•Provide an overview of the MARQUIS toolkit components, informed by medication reconciliation best practices, designed to help hospitals improve the quality of their medication reconciliation processes
•Preview the preliminary results of the MARQUIS study in order to understand the effects of a mentored quality improvement intervention on medication reconciliation errors
•Discuss lessons learned from study sites that have implemented the MARQUIS program and how they might be applied to Canadian hospitals, including an exploration of barriers to implementation and how to overcome them
•Make the case for provinces, health systems, and hospitals to invest in medication reconciliation quality improvement efforts, and why physicians need to play a major role in these efforts.
Watch the webinar: http://bit.ly/1ji1voq
Purpose of the Call:
Horizon, Moncton, NB will:
1.Demonstrate the timeline for the development of a provincial bilingual medication reconciliation form and process
2.Identify how technology provided an avenue for a multi-site team collaboration
3.Distinguish the key elements in a provincial bilingual medication reconciliation form
Saskatoon Health Region Home Care, SK will:
1.Share how they developed a nurse driven, paper-based MedRec program to support home care clients in medication management.
2.Outline their current MedRec process
3.Showcase their current Med Rec/BPMH form and data collection form for the audit process.
Watch the recording here: http://bit.ly/1fOTJwt
This document introduces a new tool to assess the quality of admission medication reconciliation (MedRec) processes. The tool allows hospitals to collect patient-level data on key determinants of admission MedRec quality. It focuses on the three core steps of MedRec: collecting a best possible medication history, comparing it to admission orders, and correcting any discrepancies. The tool is designed for easy data submission and analysis through an online system. Using this tool, hospitals can identify specific areas in their MedRec processes needing improvement by quantifying how well each step is performed.
1.To discuss:
•strategies to engage physicians in medication reconciliation
•the benefits of medication reconciliation from the perspective of physicians
•physician roles in the medication reconciliation process
2.To provide an opportunity for teams to discuss their MedRec questions and challenges with a panel of physicians
IMS Health Clinical Trial Optimization SolutionsQuintilesIMS
IMS Health's Linda T. Drumright, general manager, Clinical Trial Optimization Solutions presents at the 3rd Annual Patient Recruitment & Retention Summit 2014 - San Francisco, CA
This document summarizes a webinar for selecting topics for a national ICU collaborative initiative in 2016-17. It discusses the results of a survey where pain, agitation, and delirium (PAD) and end-of-life care were the top choices. Potential Topic 1 provides an overview of how end-of-life care could be improved across the ICU continuum. Potential Topic 2 reviews evidence that consistent pain assessment and management paired with sedation protocols can reduce length of stay and complications. The webinar participants then decided to focus on improving PAD management in 2016-17.
Purpose of the Call:
By the end of this webinar you will: •Hear about the changes to the MedRec in Home Care GSK
•Hear about the broader home care concepts as it relates to MedRec
•Receive practical tips and insights from the field
Seven Day Hospital Services Workshop: South East NHS England
This workshop event, hosted by NHS England and NHS Improvement, brought together acute trust’s working towards the delivery of the four priority clinical standards by March 2018. Trust clinical leads and operational managers shared local challenges and solutions to delivery.
•Understand the Accreditation Canada requirements for medication reconciliation at discharge
•Learn from the experience of patients and receiving healthcare providers
•Gain insight into practical strategies for communicating accurate medication information at discharge
READ MORE: http://bit.ly/1ja1gxY
A personalized training workshop for the PRM Department Staff at KSUMC at large. The specific target audience is the CPG working groups and new committee members.
Access the webinar here:
http://bit.ly/1eio3ka
Purpose of the Call:
1.Discuss the results of the pan-Canadian survey of existing practices with respect to the use of technology to support Medication Reconciliation (MedRec)
2.Describe the steps and considerations for transitioning to electronic MedRec (eMedRec)
3.Identify factors that support and impede successful migration of paper MedRec to eMedRec.
4.Discuss the lessons learned from research and other organizations.
5.Introduce the toolkit to support healthcare providers in making a safe and effective transition from paper MedRec to eMedRec.
This document discusses the new National Safety and Quality Standards for healthcare services in Australia. It outlines the objectives to improve safety and quality for patients using the standards, implement consistent accreditation through a national scheme, and have a flexible transition period for implementation. Several clinical areas are highlighted as potential challenges, including partnering with consumers, preventing infections, and clinical handover.
The document outlines the assessment process and scoring methodology for the Kayakalp program, which aims to promote cleanliness, hygiene and infection control in public health facilities in India. It describes the various themes (areas of assessment), criteria, checkpoints and scoring system used. It provides details on the roles and responsibilities of internal and external assessment teams, as well as pre-assessment, during assessment and post-assessment activities like gap analysis and action planning. The goal is to help facilities improve cleanliness standards through a continuous assessment and quality improvement cycle.
Elective care conference: imaging demand and capacity NHS Improvement
The document summarizes the results of demand and capacity modeling done for radiology services at Bradford Teaching Hospitals NHS Foundation Trust. The modeling found current deficits between 239-290 CT slots and 28-83 MRI slots per week to meet demand at the 65th-85th percentiles. For CT, there is also a backlog of 176-241 patients that requires clearing. The conclusions are that measuring demand, capacity, activity and backlog allows identification of bottlenecks and focus of improvement efforts, and justification of capital investments or alternate solutions to address shortfalls.
PFCC Methodology and Practice: Deliver Ideal Care Experiences and Outcomes…By...EngagingPatients
The document describes the Patient and Family Centered Care (PFCC) methodology used at UPMC, a large integrated health system. The six-step PFCC methodology involves: 1) defining the care experience, 2) forming a guiding council, 3) observing the current state through shadowing, 4) identifying touchpoints through a working group, 5) creating a shared vision for an ideal experience, and 6) implementing improvement projects. The methodology aims to improve outcomes and experiences by engaging patients and families in co-designing care and breaking down silos between care providers. Examples of successful PFCC projects that improved discharge processes and communication through bedside rounding are provided.
Quality assurance programs overview in government hospitalUpendra Kushwah
The document discusses quality assurance in healthcare. It defines quality as meeting predetermined standards and customer expectations through minimizing variations and standardization. It outlines aims to ensure access to quality health services and satisfaction among users. Key aspects of quality include effectiveness, efficiency, equity, safety, timeliness and patient-centeredness. The document then provides details on quality assurance programs and assessments at the district, state and national level including formation of quality teams, indicators, audits, certifications and more. It discusses several specific quality programs like LaQshya for maternal and child health, SUMAN for maternal healthcare and Kayakalp for cleanliness in public health facilities.
Seven Day Hospital Services Workshop: South West NHS England
This workshop event, hosted by NHS England and NHS Improvement, brought together acute trust’s working towards the delivery of the four priority clinical standards by March 2018. Trust clinical leads and operational managers shared local challenges and solutions to delivery.
7 day services practical tips for achieving consultant review of patients wit...NHS England
Sue Cottle, Programme Lead, 7 Day Services, Sustainable Improvement, NHS England South
Celia Ingham Clark, MBE, Medical Director for Clinical Effectiveness, NHS England
Claire Gorzanski, Head of Clinical Effectiveness, Salisbury NHS Foundation Trust
Sam Burrows, Director of Strategy, NHS Wokingham CCG
This webinar aims to provide you with:
An overview of the updated guidance for the priority clinical standards and timing of the forthcoming self-assessment survey
Practical examples of how commissioners and acute providers are working together to support delivery of timely Consultant assessment (clinical standard 2) – their successes, challenges and opportunities
An opportunity to ask questions of your colleagues and identify key areas of support required
Slides from the 'Improving access to seven day services' event June 2015NHS Improving Quality
This document provides information about an event to improve access to seven day services in the NHS England Greater Manchester & Lancashire region. It includes the agenda for the event, with presentations on topics like the national agenda for seven day services, clinical standards, self-assessment tools, and case studies from organizations implementing seven day services. Wrightington, Wigan & Leigh NHS Foundation Trust will present their experience in delivering seven day services, including how increased consultant presence on weekends and improved diagnostic and support services have reduced weekend mortality rates. Interactive polling will gather input from attendees on challenges and priorities for seven day services implementation.
Presentation made by Celia Ingham Clark National Director for Reducing Premature Mortality, at Improving access to seven day services. Southampton 25 March 2015
For more information contact: Slideshare@marcusevans.com
Presentation delivered by Donna Medina, Regional Director,OSF Hospice and Homecare Foundation at the marcus evans Home Care Leadership Summit held on July 13 & 14 2015 in Palm Beach FL.
Making Seven Day Services a reality, pop up uni, 2 pm, 3 september 2015NHS England
Following discussions on reducing weekend mortality rates, four clinical standards were identified as having the most impact: timely consultant review, access to diagnostics, access to interventions, and ongoing review. Each NHS trust was asked to complete a self-assessment tool to establish a baseline for meeting these standards by September 2015. The results will be used to track national progress in implementing seven-day services. Key lessons from early adopter sites included the importance of workforce, shared vision, increased partnerships, measurement, leadership, and patient experience.
Human: Thank you for the summary. Summarize the following section of the document:
Step Up Step Down - Key Outcomes
- Monthly report and dashboard to measure:
- Number
Measuring Improvement: Using metrics and data to evaluate seven day servicesNHS England
A supporting document from a webinar run by Rhuari Pike, Programme Lead (Seven Day Services, London) on behalf of the NHS England Sustainable Improvement Team.
Improving Access to Seven Day Services: one size does not fit all NHS Improving Quality
Presentation given by Dr Rob Haigh, Deputy Medical Director and Chief of Medicine, Western Sussex Hospital NHS Foundation Trust, at the Improving access to seven day services event. Crawley 11 March 2015.
The document provides an overview of the role and responsibilities of a quality management department in a hospital setting. It discusses establishing structure to support organizational goals, coordinating performance improvement activities, ensuring compliance with regulations, and analyzing and communicating quality data. The quality program aims to deliver high quality patient care, support physicians, create a positive workplace, take a leadership role in the community, and ensure fiscal responsibility. Understanding quality is important for providing the best care to patients through teamwork and representing the hospital's commitment to quality care.
Seven Day Services: Our approach to 7DS delivery and stakeholder engagement –...NHS England
Lynne Sheridan presents Maidstone and Tunbridge Wells NHS Trust's approach to engaging stakeholders and delivering 7-day services. The trust conducted an organizational assessment, established a steering group led by the Medical Director, and presented to various staff groups to increase awareness and engagement. A challenge day was held with national experts to assess compliance and identify gaps. Directorates developed action plans and were categorized based on compliance. Ongoing engagement of clinical and managerial leads aims to monitor progress and make 7-day services part of standard operations. The goal is to improve services and reduce unwarranted variation in patient outcomes based on the day of admission or treatment.
Seven day consultant present care
Professor Norman Williams
Chair, Academy Steering Group
President, Royal College of Surgeons of England
Presentation from the 'NHS services open seven days a week: every day counts' event on Saturday 16 November at The Metropole Hotel, Birmingham.
This event was hosted by NHS Improving Quality and NHS England to share the views and ideas of public, patients, carers, NHS England and health and social care staff on how to improve access to services for patients across the seven day week.
More information at http://www.nhsiq.nhs.uk/improvement-programmes/acute-care/seven-day-services.aspx or #7DayServices
Developing and implementing clinical standards for seven day servicesNHS Improving Quality
Celia Ingham Clark National Director: Reducing Premature Mortality. Slides from Celia's presentation from the 7 Day Services events West Midlands 11th June and East Midlands 12th June 2014
Elective care conference: recovery planning & trajectory developmentNHS Improvement
The document discusses the need for RTT (referral to treatment) recovery planning at CUHFT (Cambridge University Hospitals NHS Foundation Trust). It provides background on the trust's failure to meet the 92% RTT incomplete standard since December 2014. The causes of the deterioration in performance are examined, including issues with data quality following a new IT system, planned activity reductions during the system implementation, and continuing pressure on resources from increased demand and constrained capacity. An overview of the session on RTT recovery planning then outlines exploring why the trust is failing to meet targets, action planning, trajectory setting, financial consequences, stakeholder agreement, and monitoring the plan.
The document summarizes a palliative and end of life care service called Coordinated, Safe and Integrated (CoSI) care. CoSI aims to [1] reduce hospital admissions and support patient choice for place of care and death, [2] provide enhanced coordination of care across partner organizations for patients with 6-8 weeks to live, and [3] lower costs compared to usual care. Since launching in 2014, CoSI has supported over 500 patients, with 76% receiving care within 48 hours and 100% of patients who died achieving their preferred place of death at home. Evaluation found acute care costs were £1,700 on average for CoSI patients versus £3,812 for others in their last 3 months
The document discusses challenges in healthcare transitions and coordination between different providers. It proposes a new model of care for hip and knee replacements that includes centralized intake clinics, case managers, data-informed quality measures, and case rate funding. The model aims to improve outcomes, efficiency, and reduce delays. It also describes programs for fragility fractures and hip replacements that have improved access to surgery and reduced lengths of stay.
Disease-Specific Care Certification for Hip and Knee Replacement ProgramsWellbe
The Joint Commission Disclaimer: This presentation is current as of June 30, 2015. The Joint Commission reserves the right to change the content of the information as appropriate.
The Joint Commission’s Disease-Specific Care (DSC) certification program is designed to evaluate clinical programs across the continuum of care. Orthopedic joint replacement programs (hip, knee and shoulder) are certified under the standards for DSC programs.
Joint replacement programs seek certification because it:
Demonstrates commitment to a higher standard of service
Provides a framework for organizational structure and management
Provides a competitive edge in the marketplace
Enhances staff recruitment and development
Is recognized by insurers and other third parties
In this webinar, David Eickemeyer, MBA, Associate Director of Certification for The Joint Commission, will:
Define the main components of certification
Provide examples of performance measures
Provide tips on assessing readiness and preparation timelines
Discuss how and when to apply
About the Speaker:
David Eickemeyer is Associate Director for The Joint Commission’s certification programs. In this role, he manages all of the marketing efforts for Disease-Specific Care certification, Palliative Care certification and Health Care Staffing certification.
In his 18 years at The Joint Commission, Eickemeyer has conducted marketing efforts for most of The Joint Commission’s various accreditation programs, as well as marketing for publications and educational offerings from Joint Commission Resources.
Before joining The Joint Commission in 1993, Eickemeyer marketed health care consulting services and third-party administrative services for Price Waterhouse and Unum Insurance Company.
Eickemeyer holds a bachelor’s degree and master’s degree in business administration from the University of Illinois, Urbana, Illinois.
Overcoming the challenges of delivering 7DS for Echocardiogram and Ultrasound...NHS England
This webinar recording will provide you with a practical example of delivering echocardiography services from East Sussex Healthcare, a model for delivering ultrasound service from Salisbury NHS Foundation Trust and a national update on the strategy for delivering sustainable echocardiography services from Giancarlo Laura, Programme Manager, 7 Day Hospital Services, NHS England
Two of the New York metro area’s largest provider organizations will share their experiences leveraging HIE as one of many tools to decrease fragmentation of care and improve patients’ experiences across acute and post-acute care settings for patients undergoing elective surgeries. Representatives from NYULMC and VNSNY will summarize their efforts to redesign more personalized specific care pathways and the central role played by the implementation of real-time data exchange to provide a seamless transfer of clinical data between providers caring for the patient at the time of discharge and throughout the post-acute period.
• Kathleen Mullaly - Senior Director for Clinical Operations, Department of Network Integration, NYU Langone Medical Center
• Amy Weiss - Director for Strategic Account Development, Integrated Delivery Systems, Visiting Nurse Service of New York (VNSNY)
New York eHealth Collaborative Digital Health Conference
November 18, 2014
Similaire à 7DS Board Assurance Framework: Planning or June 2019 submission (20)
The document discusses improving care for people with learning disabilities and autism. It notes that care is not always safe or personalized for these groups. It also states that some trusts have failed to respect people's rights, and there are workforce skills deficits in knowledge of learning disabilities and autism. The Learning Disability Improvement Standards were created to address these issues and reflect principles of person-centered care. The standards aim to tackle health inequalities over the next 10 years and create an evidence base to develop targeted initiatives.
Swimming from the shallows to the deep endNHS England
The document discusses several topics related to flexible working in the NHS:
1) It summarizes that when the NHS was established in 1948, it faced immediate staff shortages, with over 53,000 hospital beds lying empty due to a lack of nursing staff. Despite efforts to increase staffing levels, shortages of around 48,000 nurses remained.
2) It notes that millennials prefer more flexible work arrangements than staying in the same job for 30 years.
3) It describes NHSP's process for evaluating the performance of flexible workers, which includes seeking feedback from Trusts across five quality criteria and identifying workers performing well or in need of skills development.
Co-production, person centredness and leading across organisational boundariesNHS England
This document discusses co-production and person-centered care across organizational boundaries in healthcare. It emphasizes that integrated care involving expertise from various sectors designed based on local needs is more likely to succeed. Successful transformation requires investment in staff, leadership, and co-production with stakeholders. Several case studies showcase co-production approaches used by different NHS trusts to develop innovative services.
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This document summarizes key priorities and initiatives from the National Maternity Ambition and Long Term Plan to improve safety in maternity care in the UK by 2025. Key areas of focus include reducing stillbirths, neonatal and maternal deaths by 50% by expanding continuity of carer models, improving postnatal physiotherapy access, strengthening infant feeding programs, and providing better integrated mental health support for new mothers. The goals are to address disparities in outcomes and provide safer, higher-quality care for all women and babies.
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Standardising best practice and supporting clinical decision making for nursesNHS England
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Safe staffing and productivity through use of technology and professional jud...NHS England
Mike Wright discusses the challenges of ensuring safe nursing staffing levels and effective deployment of resources at Hull Royal Infirmary and Castle Hill Hospital. He outlines how the use of technology, such as an electronic rostering system and the SafeCare software, combined with professional judgement from chief nurses, helps provide real-time visibility into staffing across over 50 wards and 1,200 beds. This integrated approach allows for daily monitoring of staffing levels, patient acuity, and quality metrics to effectively manage staff and address any issues, while also facilitating biannual reviews of nursing establishments.
Leading safety improvements in IPC: National hand hygiene policy for EnglandNHS England
The document discusses the development of a new national hand hygiene policy for England by NHS Improvement in collaboration with experts from various regions. The goal is to standardize hand hygiene practices and education across the country to improve patient safety and reduce healthcare-associated infections. It aims to support healthcare workers and make best practices easier to implement consistently. Monitoring of hand hygiene will continue to be important for assuring safe care and quality improvement.
WeLearn is a platform that allows people to learn for 15-20 minutes each day through social media like Twitter by using hashtags and peer support. It aims to bring an health framework to life using badges and direct messages to encourage learning. Since 2018, over 925 hours of continuing professional development have been achieved through WeLearn, as shown in a case study with Plymouth University.
This presentation discusses how to build and maintain good health through diet and exercise. It emphasizes eating a balanced diet with plenty of fruits and vegetables, whole grains, and lean proteins. Regular exercise is also important for both physical and mental health. Maintaining a healthy lifestyle with nutritious foods and physical activity can help people feel better and reduce their risk for many diseases.
This document discusses issues affecting children and young people's health in the UK from a public health perspective. It highlights that smoking during pregnancy, poor mental health, and childhood obesity are significant problems that contribute to health inequalities. The national context section outlines commitments in the NHS Long Term Plan to improve services for children and young people, including integrating care and expanding mental health support. In concluding, the document states that the UK is performing poorly compared to other European countries in areas like obesity rates, long-term conditions among youth, and adolescent birth rates. It emphasizes the need to improve outcomes and reduce inequalities for children and young people.
Small acts of kindness and compassion can make a big difference for cancer patients. Dr. Liz O'Riordan believes healthcare should focus more on the individual needs and experiences of each patient. Her website cancerfit.me aims to empower cancer patients through exercise and wellness programs tailored for their specific journey.
Ruth sees building #teamCNO as a cornerstone of her objectives as Chief Nursing Officer for England to strengthen nursing and midwifery leadership across health and social care. As CNO, she leads both operationally and strategically for the Department of Health and Social Care and NHS England/NHS Improvement. Some aims of #teamCNO include forming a new team to work with one unified voice to influence policy and patient outcomes, as well as improving professional pride and raising the profile of nursing, midwifery, and care professions.
Leadership Development and Talent ManagementNHS England
This document summarizes presentations from Peter Homa CBE, Chair of the NHS Leadership Academy, and Paul Jebb, Deputy Director of Nursing at Southport & Ormskirk Hospitals NHS Trust.
Peter Homa discusses his 37-year career in the NHS, emphasizing the importance of self-knowledge and continuous self-improvement for leaders. He stresses applying for the right job and empowering those more able than yourself.
Paul Jebb outlines his career progression in nursing, including international experience that taught him the value of collaboration. He describes leadership programs to develop nurses' strategic skills and influence. These programs aim to increase the number of nurses ready for senior roles and develop leadership at all levels of the workforce.
Digital technology has transformed healthcare and enabled new ways of delivering care. Nurses now have access to patient records and test results on mobile devices, allowing them to spend more time with patients. However, this transition requires training staff on new systems and addressing privacy concerns to ensure technology improves care and outcomes for patients.
Implementation fo the new Future StandardsNHS England
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1) Andrea Sutcliffe from the Nursing and Midwifery Council discussed the development of the new standards to define the knowledge and skills needed for nurses. She emphasized that the standards raise ambitions for nursing and focus on person-centered care.
2) Professor Dame Jill Macleod Clark discussed both opportunities and challenges of implementing the standards. She stressed the need to transform clinical placements and support current nurses.
3) Professor Margaret Rowe and Dr. Elaine Inglesby Burke discussed their work developing the new curriculum in collaboration with practice partners
The document discusses the new standards for registered nurses in the UK called the Future Nurse standards. It notes several societal changes that will increase demand for expert nursing care and leadership. The new standards are intended to equip registered nurses to meet these changing needs by demonstrating advanced skills and clinical leadership. Implementing the standards provides an opportunity to recalibrate and promote the nursing profession. However, it also presents challenges in ensuring current nurses are supported to meet the new standards through development and resources. Strong nursing leadership is needed to leverage the case for obtaining necessary workforce investments and infrastructure to support both current and future nurses.
Workforce Race and Equality in Nursing and MidwiferyNHS England
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Topic 11 Research methods - How do you carry out psychological research?NHS England
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2024 HIPAA Compliance Training Guide to the Compliance OfficersConference Panel
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This particular slides consist of- what is hypotension,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
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7DS Board Assurance Framework: Planning or June 2019 submission
1. NHS England and NHS Improvement
7DS Board Assurance Framework:
Planning for June 2019 submission
South East and South West Region
April 2019
2. 2 |2 |
This webinar will provide you with:
• Key lessons learned from review of 7DS Board Assurance Framework
(BAF) return in February
• Information on how to prepare for the next submission by 28th June
2019
• An opportunity to raise questions
Objectives
7 Day Hospitals – Objectives
3. 3 |3 |
Introduction
Vaughan Lewis, Medical Director, South East Region
Michael Marsh, Medical Director, South West Region
Preparation for next 7DS BAF return June 19 : What lessons have we
learned?
Sue Cottle, Programme Lead, 7 Day Services, NHS England, South
Opportunity to ask questions
Our guest speakers today are:
7 Day Hospitals – Guest Speakers
4. NHS England and NHS Improvement
7 Day Hospital Services Board Assurance
Framework - Introduction
Vaughan Lewis, Medical Director, South East
Michael Marsh, Medical Director, South West
5. NHS England and NHS Improvement
Preparation for next 7DS BAF return June 19
What lessons have we learned?
Sue Cottle, Programme Lead, South
6. 6 |6 |
1. Trust board’s are required to determine BAF governance and process.
2. CS2 and CS8 - Self-assessment information needs to provide commentary on multiple
sources of evidence (job plans, clinical audit, protocols systems for ongoing review and
related wider performance indicators).
3. Continuous improvement standards – Trusts are required to provide commentary on
work done or in progress. There are no requirements for evidence of meeting the
standards.
4. Urgent Network Specialist Services – commentary is required to headline issues where
there is non-compliance against standards and improvement trajectories.
Key themes: Lessons learned
7 Day Hospitals – Key themes – Lessons Learned
7. 7 |7 |
The self-assessment template has a dual purpose for assurance from
your board and national reporting – the trust board can decide
appropriate processes
• Boards can decide appropriate
processes and details to include,
based on local systems,
governance structures and
timetables.
• The self-assessment template
may be accompanied by a board
paper outlining detailed evidence,
risks and mitigating action for 7DS
delivery.
• This new measurement system
provides one version of the
‘truth’ for use by commissioners,
STP’s/ICS, regulators and CQC.
XX NHS TRUST : 7 Day Hospital Services Self-Assessment - Autumn 2018
this disappears when you write over it
Priority 7DS Clinical Standards
Weekday Weekend Overall Score
Weekday Weekend Overall Score
Yes available on site Yes available on site
Yes available on site Yes available on site
Yes available on site Yes available on site
Yes available on site Yes available on site
Yes available on site Yes available on site
Yes available on site Yes available on site
Weekday Weekend Overall Score
Yes available on site Yes available on site
Yes available on site
Yes mix of on site and off site
by formal arrangement
Yes available on site Yes available on site
Yes available on site Yes available on site
Yes available on site Yes available on site
Yes available on site
No the intervention is only
available on or off site via
informal arrangement
Yes available on site Yes available on site
Yes available on site Yes available on site
Yes available on site Yes available on site
Weekday Weekend Overall Score
Once daily: Yes the
standard is met for
over 90% of patients
admitted in an
emergency
Once Daily: No the
standard is not met for
over 90% of patients
admitted in an
emergency
Twice daily: Yes the
standard is met for
over 90% of patients
admitted in an
emergency
Twice daily: Yes the
standard is met for
over 90% of patients
admitted in an
emergency
Standard Met
Clinical standard Self-Assessment of Performance
Standard Not Met
Clinical Standard 8:
All patients with high dependency
needs should be seen and reviewed by
a consultant TWICE DAILY (including all
acutely ill patients directly transferred
and others who deteriorate). Once a
clear pathway of care has been
established, patients should be
reviewed by a consultant at least
ONCE EVERY 24 HOURS, seven days a
week, unless it has been determined
that this would not affect the patient’s
care pathway.
Historical Compliance: Oct 2016: 73%, April 2017: 95% April: 86%. Compliance shows an historically mixed
compliance rates across the Trust as a whole and an inconsistent performance across directorates. Acute
Medicine performs highly. The evidence has shown that compliance is consistent across all days of the week.
Q: Do inpatients have 24-hour access to the following consultant directed
interventions 7 days a week, either on site or via formal network
arrangements?
Interventional Radiology available at weekends via shared arrangement with local
Trusts. Other interventions available for urgent cases in Trust.
Clinical standard Self-Assessment of Performance
Clinical Standard 6:
Hospital inpatients must have timely
24 hour access, seven days a week, to
key consultant-directed interventions
that meet the relevant specialty
guidelines, either on-site or through
formally agreed networked
arrangements with clear written
protocols.
Critical Care
Interventional Radiology
Interventional Endoscopy
Emergency Surgery
Emergency Renal
Replacement Therapy
Urgent Radiotherapy
Stroke thrombolysis
Percutaneous Coronary
Intervention
Cardiac Pacing
Self-Assessment of Performance
Yes, the standard is
met for over 90% of
patients admitted in an
emergency
Standard Met
Clinical standard
Microbiology
Clinical Standard 5:
Hospital inpatients must have scheduled
seven-day access to diagnostic services,
typically ultrasound, computerised
tomography (CT), magnetic resonance
imaging (MRI), echocardiography,
endoscopy, and microbiology. Consultant-
directed diagnostic tests and completed
reporting will be available seven days a
week:
• Within 1 hour for critical patients
• Within 12 hour for urgent patients
• Within 24 hour for non-urgent patients
Standard Met
Ultrasound
Echocardiography
Magnetic Resonance
Imaging (MRI)
Upper GI endoscopy
Computerised Tomography
(CT)
Q: Are the following diagnostic tests and reporting always or usually
available on site or off site by formal network arrangements for patients
admitted as an emergency with critical and urgent clinical needs, in the
appropriate timescales?
All diagnostics available across 7 days. CT Heads read by ED Consultants
Clinical standard
Clinical Standard 2:
All emergency admissions must be
seen and have a thorough clinical
assessment by a suitable consultant as
soon as possible but at the latest
within 14 hours from the time of
admission to hospital.
Self-Assessment of Performance
Historical Compliance: Oct 2016: 63%, April 2017: 92% Oct 2017: 90% April: 91%. Whilst the data suggests
sustained compliance across the Trust as a whole this masks inconsistent performance across directorates. For
those admitted through the medical wards (60% of our total emergency admission) compliance is as high as 96%.
Patients admitted through Paediatrics, Orthopaedics, Obs and Gynae, Head and Neck and Surgery have not
consistently complied with achievement with results ranging from 78% compliance for Surgery to 43% compliance
in Head and Neck. More latterly the evidence has shown that the results do not differ across the days of the
week.
Yes, the standard is
met for over 90% of
patients admitted in an
emergency
7 Day Hospitals – Lessons Learned 1
8. 8 |8 |
Assurance of delivery of standard 2 and 8 should be based on
multiple sources of evidence which in combination give a complete
view of performance (more narrative is required)
The narrative must include 3 sources of
evidence:
1. Consultant job plans
2. Local clinical audit
3. Wider performance and
experience measures
Clinical Standard 2
The narrative must include 4 sources of
evidence:
1. Consultant job plans
2. Local clinical audit
3. Systems to support on-going
review
- Protocols for board round system
– including schemes of delegation
which patients do not need daily
review
- Protocols for systems of
escalation deteriorating patients
4. Wider performance and
experience measures
Clinical Standard 8
7 Day Hospitals – Lessons Learned 2
NOTE:
The exact type and level of clinical audit is for
local determination as it needs to be based on
whatever is required to ensure that the trust’s
board can provide assurance of performance.
E.g. focus on areas that require improvement or
snapshot representative of the trust’s normal
emergency admission patient profile
Ref: A Board Assurance Framework for 7 Day Hospital Services: Guidance : For Trusts page 5 section 2.2 for CS2 and page 10 section 2.5 for CS8
9. 9 |9 |
• Weekday and weekend ratio data in mortality, length of stay,
readmissions.
• Wider, related patient flow and urgent emergency care metrics e.g. A/E
performance, weekend discharges.
• Patient experience data from weekdays versus weekends covering
consultant presence/availability.
• GMC trainee doctor survey data on the support offered by consultants.
• Audits of staffing levels and activity related to 7DS as recommended by
the Royal College of Physicians’ Guidance on Safe Medical Staffing.
Include commentary on wider performance and experience measures:
Relative weak performance in any of these areas should be explored to see
if there is a direct link to not delivering CS2 and 8. Provide narrative where
required.
7 Day Hospitals – Lessons Learned 2 continued
Ref: A Board Assurance Framework for 7 Day Hospital Services: Guidance : For Trusts refer r to guidance Page 12 section 2.5
10. 10 |10 |
Provide narrative on work in progress to meet standards in urgent
network specialist services and Continuous Improvement Standards
(standards 1,3,4,7,9 and 10)
10
• Narrative is required where there are gaps
in job plans to deliver the four priority
standards effectively for Urgent network
specialties . These include:
• Hyper-Acute Stroke
• Paediatric Intensive Care
• STEMI Heart Attacks
• Major trauma
• Emergency vascular services
• Please describe current working practice
and progress with provider/network
improvement plans and trajectories..
7DS in Urgent Network
Specialist Services
• The additional 6 standards are referred to
as Continuous Improvement standards.
• You only need to summarise work done or in
progress against these six standards.
• You are not required to provide evidence of
compliance for these 6 standards.
• This summary is not a formal assessment of
progress.
7DS standards for Continuous
Improvement
7 Day Hospitals – Lessons Learned 3
Ref: A Board Assurance Framework for 7 Day Hospital Services: Guidance for Trusts : For specialist services refer to guidance page 15 section 2.7 and for CI standards
refer to page 13 section 2.6
11. 11 |11 |
Questions and answers
Share
7 Day Hospitals – Questions and answers
Please raise your hand if you have a question or comment-
or write it in the chat box to ‘all participants’.
When speaking please let everyone know your name, and
your organisation
Click on here to open the ‘chat’
function so you can type in
questions or comments
Click on here to
raise your hand to
ask a question
12. 12 |12 |
Further information
ShareConnect
7 Day Hospitals – Further information
• Submission of next 7DS Board Assurance Framework template is expected
by 28th June 2019. Please submit additional papers if required.
• For further advice contact your designated Sustainable Improvement contact.
• Example of completed BAF return template.
• Further resources can be found on NHS Improvement website:
• 7DS Board Assurance Framework guidance: For Trusts
• Introduction pack for Trust Board Members
https://improvement.nhs.uk/resources/board-assurance-framework-seven-day-
hospital-services/
13. 13 |13 |
Thank you for joining this webinar the links to the recording will be sent
out shortly for advice and support contact
ShareConnect
7 Day Hospitals – For further advice
Sue Cottle, Programme Lead sue.cottle@nhs.net
Wendy Keating, Senior Improvement Manager wendy.keating@nhs.net
Lou James, Improvement Facilitator lou.james1@nhs.net
Thelma Daly, Improvement Manager thelma.daly@nhs.net
Programme Support Officer vivrichards@nhs.net