Dr Penny Kechagioglou

NHS Digital Weight Management Programme Improved completion rates of the NHS Digital Weight Management Programme reflect its effectiveness in engaging patients and providing a path to healthier lifestyles. Read more here: https://lnkd.in/etJG4JcS #PatientEngagement #HealthOutcomes

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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

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Interested in knowing more about collaborative working at ICB level. Then listen to Ellen Rule in our 'Soundbites from the NHS' series.  🏥 1: Collaborative working or partnership  🏥 2: Examples of collaboration  🏥 3: Identifying areas for collaboration  🏥 4: Funding for projects  🏥 5: Who and how to approach the NHS  🏥 6: How do health inequalities factor into the decision making  🏥 7: Decisions made at national level influencing ICS level  🏥 8: Summary recommendations for industry To listen to Ellen join the link below. Soundbites from the NHS: Collaborative working – Insight from an ICB | Wilmington Healthcare https://lnkd.in/ggscv7BY

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This is absolutely correct. There are huge gains to be made in improving the health and outcomes of our population by partnership working, and it can be a powerful vehicle in driving innovation, research and economic growth. We are all scarred by the misdemeanours and misbehaviours of the past. And we know that huge multinational corporations know how to manipulate systems, governments and people (see the food, tobacco, alcohol and gambling industries) but I believe there are enough safeguards in place now in the ABPI code and organisational policies to embolden a new era of collaboration. This report helps to articulate the potential. Worth a read.

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𝗗𝘂𝘁𝘆 𝗼𝗳 𝗖𝗮𝗿𝗲: 𝗦𝗮𝗳𝗲𝗴𝘂𝗮𝗿𝗱𝗶𝗻𝗴 𝗬𝗼𝘂𝗿 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 We are delighted to be hosting a virtual panel together with AIRMIC and Herbert Smith Freehills on 17 September, 10am BST. Join the panel of experts as they delve into the critical aspects of the Duty of Care on British organisations. 👉 Register to join live session or to receive a recording: https://okt.to/QFrUWc By attending this session, you will enhance your knowledge of #risk management and gain valuable tools to implement robust #DutyofCare policies, ensuring the #safety and #wellbeing of your employees in a rapidly changing world.

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The concept of digital transformation within the NHS can be interpreted and understood in a multitude of ways, impacting individuals at various levels. In essence, it aims to empower the public to engage with the NHS through digital platforms while ensuring the protection and controlled access of their personal information to authorized individuals. For more information on how IEG4's platform collaborates with ICBs to securely store and safeguard patient data, please reach out to [email protected]. @digitalhealth #IEG4chc #digitaltransformation #NHS

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🤔 𝐇𝐨𝐰 𝐝𝐨 𝐰𝐞 𝐢𝐧𝐯𝐨𝐥𝐯𝐞 #patients & #public 𝐢𝐧 𝐨𝐮𝐫 #AI #research? 🤔 Last Friday (15th Nov) I had the pleasure of presenting this topic at the Great Ormond Street Hospital for Children NHS Foundation Trust annual conference explaining how I involved #PPIE (patient public involvement and engagement) in my NIHR (National Institute for Health and Care Research) funded FRACTURE Study (www.fracturestudy.com, https://lnkd.in/ee3q7wEt) and what suggestions I would give. 𝘏𝘦𝘳𝘦 𝘢𝘳𝘦 𝘴𝘰𝘮𝘦 𝘬𝘦𝘺 𝘩𝘪𝘨𝘩𝘭𝘪𝘨𝘩𝘵𝘴: ⏰ 𝐒𝐭𝐚𝐫𝐭 𝐞𝐚𝐫𝐥𝐲: PPIE begins before the study protocol or grant application is drafted—early buy-in is key! 🏨 𝐀𝐝𝐯𝐢𝐬𝐨𝐫𝐲 𝐠𝐫𝐨𝐮𝐩𝐬 𝐚𝐭 𝐆𝐎𝐒𝐇: Our in-house PPIE manager, Deirdre Leyden, manages the Young Persons Advisory Group (YPAG) and Parents and Carers Advisory Group (PCAG) to support paediatric research and helped co-ordinate our meetings (Learn more: https://lnkd.in/ev6iU4iN). 🔗 𝐏𝐫𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐢𝐦𝐩𝐚𝐜𝐭: Input from YPAG and PCAG shaped my research plan, branding, and public communications, including designing the 𝐅𝐑𝐀𝐂𝐓𝐔𝐑𝐄 Study logo and website layout. 𝘐𝘮𝘱𝘢𝘤𝘵 𝘤𝘢𝘴𝘦 𝘴𝘵𝘶𝘥𝘪𝘦𝘴 𝘩𝘦𝘳𝘦: ⭐ https://lnkd.in/eWP8CvG9 ⭐ https://lnkd.in/e7Qmb3f7 🎬 𝐂𝐫𝐞𝐚𝐭𝐢𝐯𝐞 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧: A smaller subgroup (steering group) helped me design our child- and adult-friendly survey questions, alongside an animation cartoon for dissemination (https://lnkd.in/eCZ5CT84). 📃 𝐏𝐮𝐛𝐥𝐢𝐬𝐡𝐢𝐧𝐠 𝐬𝐮𝐜𝐜𝐞𝐬𝐬: One YPAG member (Lauren Lee) helped author our publication in European Radiology (https://lnkd.in/g3KmBT7p), a proud moment for all involved! 💰 𝐅𝐮𝐭𝐮𝐫𝐞 𝐟𝐮𝐧𝐝𝐢𝐧𝐠: Continued collaboration influenced our successful application for the Amazon Web Services (AWS) IMAGINE Grant (https://lnkd.in/eUTpazmW; and https://lnkd.in/eS64xr5M). 📹 𝐒𝐡𝐚𝐫𝐞𝐝 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞𝐬: Deirdre Leyden and Lauren Lee kindly shared pre-recorded feedback for my presentation, reflecting on what it meant to be part of this journey and research writing skills Lauren gained in the process. 𝐅𝐨𝐫 𝐭𝐡𝐨𝐬𝐞 𝐜𝐨𝐧𝐬𝐢𝐝𝐞𝐫𝐢𝐧𝐠 𝐏𝐏𝐈𝐄 𝐛𝐮𝐭 𝐬𝐭𝐫𝐮𝐠𝐠𝐥𝐢𝐧𝐠 𝐭𝐨 𝐟𝐢𝐧𝐝 𝐥𝐨𝐜𝐚𝐥 𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬: ✨ Visit 𝐆𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧 𝐑 (https://lnkd.in/e_Bscn3a) for YPAG opportunities. ✨ Explore 𝐍𝐈𝐇𝐑’𝐬 𝐏𝐏𝐈𝐄 𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬 (https://lnkd.in/e8kK_Bxe) for guidance. Big thank you to all members of the FRACTURE steering group (https://lnkd.in/g2U7fp57), Lauren Lee, @Laila Xu, Oceiah Annesley, Maryam Lyden, Rebecca Harmston, @Paul Musticone and @Viki Ainsworth.

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We led a two-year national programme to improve outcomes for people with uncontrolled asthma in partnership with the NHS Accelerated Access Collaborative and Health Innovation Network. It led to better identification of patients, upskilling of staff and streamlining access to experts. A paper published this week in the Pharmaceutical Journal summarises the approach and successes. Almost 5,000 extra people with uncontrolled asthma started getting life-changing biologic treatment with more than 3,000 fewer people receiving high-dose steroids which have significant side-effects. Read the article: https://lnkd.in/eSZJCvB5 Find out more about our asthma biologics programme: https://lnkd.in/e_9XXmpd

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🌐 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

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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 !

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Top expert in NHS data usage, Jessica Rose Morley, PhD, took to X.com with a pithy dissection of how that data is being collected and shared. “A fundamental problem is that NHS, health, social care, & public health data (you need ALL) are stored in 00s siloed wide but shallow databases, and flowing all over the place. We need to focus on *depth* not just *breadth*. “... policy must focus on quality. Giving researchers broader access to poor quality, missing, messy, uncurated, ill-formatted etc. data will not achieve much.” Is the penny finally dropping for her policymaker audience? Over and over again, those policymakers have told NHS organisations: “here’s a specification, send this data to us”, followed inevitably by expressions of astonishment that the resulting data submissions are riddled with inconsistency and error. Yet they knew full well that the data was coming from a huge variety of IT systems, all configured differently. There is no magic wand for good data quality. Every field and every data table have to be consistent and correct in both structure and meaning, which Insource’s Unified Data Layer (UDL) achieves after around two dozen meticulous transformations, with localisations injected at the right stage along the way. And it’s why we don’t take derived fields on trust, instead we recalculate things like age and responsible commissioner afresh using the correct rules. The NHS is now embarking on a new wave of data collection and aggregation, to be used for many things like performance management, research, and local analytics. Those organisations who submit data in the usual way will get the usual result. But if you would like your data to be useful and accurate, then something more is needed... so drop us a line: https://lnkd.in/ejP99zNN Nadine Carey-Whitehead Graham Bennett Rob Davenport Tim Eltze Greg Stevens Adrian Owen Rachel Lane Donna Smith https://lnkd.in/eFNPVV2v

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Asthma and Lung UK and Sanofi are committed to supporting healthcare professionals in providing the highest quality care for COPD patients. Through education, collaboration, and advocacy, we aim to equip clinicians with the tools they need to optimize patient outcomes. Our ambition is for people to #BreatheEqual, to see improvements in the recognition, diagnosis and quality of care for those suffering with respiratory conditions, regardless of location and socio-economic status. See our mission statement here: https://lnkd.in/eVBAsVpc Asthma + Lung UK (asthmaandlung.org.uk)

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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

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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

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This study seems to be an interesting proposal looking at “how work works.” There are some common themes with the shift to “Safety II” in other areas of healthcare. Thinking about the concepts of healthcare being “overmanaged” and “overregulated”my own observations of organisations is that the balance of regulatory to operational requirements diverts a lot informatic and clinical management resource towards satisfying regulators rather than helping run the service.

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