Andy Heeps

Ive not read all of the Dash reprt but the overall recommendations make very interesting reading https://lnkd.in/eBnM-Wxr. Conclusion 3: delays in producing reports and poor-quality reports... the ridiculous delay in completing reports is a nonsense that is driven by total inefficiency and it leaves care providers with a vacuum in which they can't really move forward , address the alleged identified issues, impacts negatively on the provider's marketing and PR and potentially the ability to fill beds Conclusion 4: loss of credibility within the health and care sectors due to the loss of sector expertise and wider restructuring, resulting in lost opportunities for improvement.... CQC has had little credibility due exactly to this problem. Frankly my experience is that some of the inspectors suffer from delusions of grandeur which appears to negatively affect their ( poor) judgement and they don t appear to be actually that bright Conclusion 9: CQC could do more to support improvements in quality across the health and care sector. Providers with challenges need intelligent ,experienced healthcare inspectors that are willing to help and not judge . This has been missing for far too long. If CQC eat a little humble pie and take note of the recommendations we may have an improved regulator..I say may

2

How can we make sure that people have better experiences when interacting with health systems? The main message coming through from these recommendations is how important good communication is during the health journey. #RuralHealth #RuralHealthCareers #RuralCommunitites #HealthEquity #HealthJourney

4

The Darzi Review, led by Lord Darzi and commissioned by Secretary of State for Health and Social Care, Wes Streeting MP, sheds light on the pressing issues facing both the NHS and social care systems. For those who rely on care and support services, the message is simple but profound: the way forward must involve genuine collaboration between health and social care to ensure that everyone can access the support they need to live with dignity, independence, and choice. The problems of fragmented services and chronic underfunding are not just policy concerns—they directly affect people's lives. Individuals who depend on care often face complex, overlapping challenges, and the lack of coordination between services leaves gaps in care. This not only places undue stress on families, who often step in as unpaid carers, but also intensifies the pressures on both the NHS and social care systems. The lived experiences of those who draw on care cannot be overstated. These are the voices that remind us of what is truly at stake. They understand, perhaps better than anyone, the importance of integrated, seamless care. A disconnected system forces people to navigate bureaucratic hurdles when they should be focused on their health and well-being. This personal insight is essential if we are to shape a system that works for everyone. The Darzi Review calls for a comprehensive, joined-up approach that treats social care as an equal partner with the NHS. Only through this kind of integration—across health, social care, and community services—can we improve outcomes for individuals and reduce the overwhelming strain on existing services. Early intervention, preventative care, and digital innovation hold great potential to empower people and reduce the need for emergency care. Those with lived experience of the care system have long advocated for these solutions because they understand how transformative upstream interventions can be in maintaining independence and quality of life. Moving forward, the government must prioritize working closely with those who directly draw on care and support. Their experiences and insights are invaluable in designing a care system that promotes well-being, respects dignity, and ensures everyone receives the right support at the right time. Only then can we create a future where both health and social care contribute equally to our collective well-being. https://lnkd.in/eJ5vuRND 10 Top Tips for Co-Producing with Individuals Who Draw on Care and Support Start with Lived Experience Create an Inclusive Environment Involve from the Beginning Acknowledge Expertise Communicate Transparently Be Flexible and Adaptable Focus on Relationship-Building Support Participation Ensure Decision-Making Power Learn and Reflect Together #LivedExperienceMatters #CoProductionInAction #PowerInPartnership #ExpertsByExperience #CareVoicesHeard #InclusiveCollaboration ❤️🙌✨🤝👩‍🦽💬

30

1 Comment

🌐 Understanding the NHS Acute Capacity Challenge 🌐 The NHS faces significant challenges in managing acute capacity. Our latest analysis covers: 🔹 Current issues and resource strains 🔹 Potential solutions and innovations 🔹 The role of technology in alleviating pressures https://lnkd.in/gh2nTR7Q

3

NHS Chief Executive, Amanda Pritchard has announced a programme to transform NHS leadership and management over the next 2 years. Leaders and managers shape the culture, experience and outcomes across the service for patients and our staff. So this programme won’t be optional; it will be an essential expectation of all leaders and managers, whether clinical or operational. This programme is being overseen by Navina Evans, Chief Workforce, Training and Education Officer, while Sam Allen, Chief Executive of North East and North Cumbria ICB has been tasked with supporting NHS England’s team to deliver the programme.   The programme has 3 workstreams which will set the right standards, improve our development offer, and nurture and deploy talent across the NHS. Workstream 1: Set the right standards for our leaders and managers NHS England will introduce a new Management and Leadership Framework to create greater parity with clinical and other professions and consistency at all levels of management and leadership. The framework is being developed now and implementation is expected to start in summer 2025. The framework will comprise: a code of practice to set out the values and behaviours expected of all leaders and managers in the NHS and social care the professional standards that leaders and managers must demonstrate the competencies which underpin the standards and outline the specific skills, knowledge and abilities individuals need to perform effectively at each level Workstream 2: Develop our leadership and management  It’s not enough to set out the right standards for leaders and managers – they need quality-assured support and training along the way too. That’s why we will set out: a new accredited leadership and management development curriculum which will describe the requirements for delivering high quality training and development refreshed leadership development programmes which update current Leadership Academy programmes against the new standards Workstream 3: Talent support and career development We need to improve how we attract, identify, mobilise and retain talent and high potential at all levels in the NHS. We will do this by: strengthening the talent pipeline for chair, non-executive director, chief executive and executive roles. This will include the Aspiring Chief Executive programme and interventions to attract new talent, and to better identify and develop existing non-executive directors through the redesigned Aspiring Chair Programme, starting in spring 2025 support senior leaders to work in the most challenged systems by identifying existing talent and current barriers to deployment at pace, with a longer-term plan to ensure the most experienced and effective leaders are identified and supported to take on these roles, and we’ll set out this plan in spring 2025 https://lnkd.in/ewJFpZS7

1

The #NHS needs the space and time to explore theories about why it is struggling with productivity openly, without fear of blame and accusation. Our latest long read from Thea Stein explores the many factors that may be affecting the health service’s productivity. 👇 https://lnkd.in/ezShpmkN

1

Read our PCRU article on #asthma and atopy in children and young people (CYP) 📄 https://lnkd.in/e4teATgH Lisa Cummings, Queens Nurse, CYP Specialist Asthma Practitioner and PCRS committee member, discusses the management of asthma and atopy in CYP focusing on perennial and #AllergicRhinitis, it’s impact on asthma and top tips for reducing symptoms and improving control.

4

The highly anticipated Darzi Report was published yesterday. Commissioned by the incoming Secretary of State for Health and Social Care, this Independent Investigation of the National Health Service in England hoped to understand the healthcare system's performance and challenges. There will undoubtedly be many detailed analyses of the report in the coming days. I have been keen to reflect on how other health systems with similar delivery values as the NHS, particularly low/middle-income countries, can leverage these learnings and recommendations and perhaps anticipate some of these challenges in advance. My three takeaways with introspection are: Firstly, appreciating the demographic shift to an ageing society and the burden of non-communicable diseases will exert enormous pressure if huge primary, preventive care and social care investments are made from the offset. (the best time is now) This must be coupled with a whole-of-government approach addressing broader inequalities and social/commercial determinants of health. Secondly, while leveraging digital transformation and artificial intelligence may have enormous transformational potential to improve innovation, service productivity and delivery efficiency, the eco-system must be conducive, empowered and responsive to address inevitable challenges while governed by a robust framework and considered policies. Finally, having patients and healthcare providers at the front and centre of every conversation about health service improvement and delivery needs. Fundamentally, a responsive health system re-engages, acknowledges, empowers, and drives change guided by these voices. Link to the report below. Looking forward to reading and engaging in the many in-depth analyses and conversations in the coming days. https://lnkd.in/gKiaxgWm

13

Yesterday at the BMJ leader conference Team Queen Mary University of London and Barts Health NHS Trust (plus the amazing Surviving In Scrubs co-founder Dr Chelcie Jewitt) spoke of what it takes to create a safe work culture within the NHS eco-system. There is lots in place around data-driven monitoring of patient safety. But when it comes to data-driven improvement with respect to NHS staff, I think that the NHS lags behind the Higher Education sector. I spoke about how the NHS could draw lessons from the Athena Swan process where self-assessment of progress toward (gender) equity is independently assessed by Advance HE Equality, Diversity + Inclusion. This allows a long-term picture to emerge and for longer-term wins to be tackled as our recent gold award for the Queen Mary Faculty of Medicine and Dentistry demonstrates. Colleagues Dr Kyle Ring, Dr Chelcie Jewitt , Dr Andy Williams and Mr Ajit Abraham shared their very interesting takes on how to create safe work culture. We all agreed that organisations are collections of people, and safety can only exist when it is exemplified by all- with the recognition that we don’t all start from a level playing-field on how safe we feel in society in general. Processes are powerful ways of improving (and worsening) a sense of safety at work. Receiving ‘maternity’ leave forms when a gay man takes adoption leave does not lead to a sense of safety and belonging. Nor do impregnable reasonable adjustment policies when someone returns to work following a stroke. As leaders we need to commit to humility and life-long learning because good EDI practice evolves as does societal understanding of social justice. Just think of how much we have learned from the ‘Me Too’ and ‘BLM’ movements. Thanks to James Mountford and BMJ leader for the invite !

69

4 Comments

⭐️The Universal Care Plan: A New Era of Integrated Care and Patient Empowerment⭐️ The introduction of the Universal Care Plan (UCP) is a significant step forward in delivering more personalised and coordinated care across the healthcare system. Created through a needs assessment by a healthcare professional, the UCP integrates into platforms like EMIS and other clinical systems, ensuring that critical patient information is readily available to all relevant healthcare providers. ❇️ Having a UCP in place allows health workers, including ambulance services, to access crucial information before attending to a patient in an emergency. This proactive approach is especially important for conditions like sickle cell anemia, as it enables better preparation and tailored support for patients, ensuring they receive the appropriate care safely and efficiently. ❇️ The UCP is an integral part of the One London Care Record, ensuring that a patient has just one comprehensive care plan. Only relevant information is shared, including demographic details, and for patients under 18, sensitive data is limited. Importantly, the UCP includes a summary section, which ambulance services can access, including Do Not Resuscitate (DNR) information, facilitating informed, real-time decision-making in critical moments. ❇️ GPs also benefit from the UCP, as they can create worklists for high-risk patients or those under review, streamlining patient care and ensuring that those with the greatest needs receive timely attention. In the past, communication about care plans happened mostly between clinicians. However, with the NHS app 📱now featuring the UCP under the "Your Health" section, patients can view their care plan if one has been created by their local 🩺GP practice. There is growing public interest in having a unified care plan that makes their details universally accessible across the healthcare system. Statistics back up the importance of the UCP—fewer people pass away in hospitals with a UCP in place, enabling more to spend their final moments at home, their preferred place of residence. As the NHS app usage increases and UCP support expands, GP surgeries are also experiencing reduced 📉pressure, allowing them to focus on those who need in-person care most. Looking ahead, the future holds even more promise with the introduction of new care plan templates 📑 for six pathways, including dementia, autism, frailty, personalized care and support plans (PCSP), children and young people (CYP), and learning disabilities (LD). By November, the NHS app is expected to grant patient write access, empowering individuals to have a more active role in managing their care. The Universal Care Plan is transforming the way healthcare is delivered, offering patients more control and ensuring a seamless flow of information across the healthcare 🏥 system. This evolution is paving the way for a future where personalized, coordinated care is the norm, not the exception.

6

Read the latest version of the Multiple Births Midwife Standard via the link below. The EBMBC contributed to the Standard and updates made in 2024. https://lnkd.in/eJCYVah8

9

Amazing article! NHS’s focus on optimising resources rather than asking for more funding is a smart move, and Italy’s healthcare could benefit from the same approach! Both systems face inefficiencies - in the UK actual debates supports redirecting funds to social services, what Italy should do? Surely, an integrated approach that links healthcare with social investments is key to better outcomes in both countries. 💡

3

As you start the second half of 2024, why not partner with an organisation that provides cost effective and agile solution focused programmes across the health and social care sector. From PSIRF and After Action Reviews to Service Evaluations and independent reports, J LAWRY HEALTHCARE MANAGEMENT LTD can provide the answer. On time, within budget, and designed with the patient in mind. #healthandsocialcareconsultancy #healthcareprofessionals #socialcareprofessionals #PSIRF #Afteractionreviews #patientsafety #incidentmanagement #independentreporting #serviceevaluations #servicereviews #interimmanagement #programmemanagement #projectmanagement #healthandsocialcare

10

The latest monthly NHS and social care briefing is published by MIAA & TIAN:   Key publications include-   ✅Institute for Government - Enabling integrated care systems to work better ✅NHS Providers - What is the current state of NHS finances? ✅NHS Confederation - Realising the potential of primary care provider collaboratives ✅HFMA - Bringing it all together: financial strategies that address health inequalities

7

1 Comment

Much has been written this morning about the latest 'Darzi Review' into NHS performance. https://lnkd.in/eZnBUS7n Few would disagree with most of what he writes, especially the need to re-balance investment from in-hospital spend to out-of-hospital spend. It makes sense. However, buried in the document at point 17 we see: "On top of that, there is a shortfall of £37 billion of capital investment." He takes us back to the early days of the coalition govt and the creation of NHS England. I recall my team at the time producing NHS England's 'Call to Action' showing that patient demand was accelerating at an alarming rate, whilst investment was flat lining. The figure we told No10 that was needed to close the gap was £30bn - we actually had a higher figure in our first run of the numbers but we were advised to 'de-tune' it a bit for reasons of fiscal credibility and politics. The money was not made available. With the current PM constantly referencing the £22bn deficit left by the last administration, it seems unlikely that significant extra money will be available for the NHS. So what then? We will need to double down on making every pound work so much better. We will need to consider where the greatest impact can be enjoyed for each pound spent. We will need to abandon legacy thinking, instead embrace the new, especially technology, in a far more profound and productive manner. We will need to have a far greater mix of private providers in the mix. Providers who have shown they can be more efficient and work at lower costs than NHS counterparts and who also offer high quality outcomes. We will seriously need to have a proper workforce plan, with almost certainly fewer overall number of staff employed. We will need to sell off hospitals that are way past their use by dates, especially as we cannot afford to upgrade or even maintain them, and release the cash into community services, that can more effectively help those with chronic illness. In short, we will need to be far more iconoclastic in our thinking than ever before if our NHS has a chance of survival. Is The Labour Party prepared to do this? I shall be at the Labour conference in a couple of weeks and plan to talk to as many in the health team as possible to find out if their appetite to be as bold is what I think is necessary.

13

15 Comments