Dr Nadeem Moghal

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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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

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The Labour Party Says Cultural Rot means NHS puts itself before the public.. Could Radical Transparency Come to Public Health? Great opinion piece in The Times by Wes Streeting https://lnkd.in/gx45Mpf9 “..it’s the culture that worries me most. We have too often seen NHS leaders become defensive or even blind to its serious shortcomings. “ “Not just historic injustice, but ongoing scandals — from failing maternity units to monsters like #LucyLetby. Recognising failures shouldn’t be regarded as heresy. “ “Yet brave whistleblowers are hounded out, bullied and silenced as heretics.” “NHS leaders (need) to know that the status quo will be unacceptable to an incoming Labour government.” “Those who blow the whistle on wrongdoing must be protected and listened to. “ “Managers who silence and cover up whistleblowing will be sacked and never allowed to work in the NHS again.” Ray Dalio championed ‘Radical Transparency’ at Bridgewater Associates and we want something more nuanced in an environment in which care and compassion are at the front of what we do and candour at the centre. Political parties love transparency in opposition but when in power Health Bureaucrats get the full “Yes Minister” narrative going. “Nothing to see here Minister.” “Don’t pull off the bandaid…” We have a Labor State Government in New South Wales and NSW Health have the wagons drawn around Health Secretary Susan Pearce AM RN and New Health Minister the Honorable Ryan Park MP in their thrall. Devoted Deputy Secretary ‘Uncle’ Phil Minns and Deputy Secretary Deb Willcox AM RN are riding shotgun. Our Nurses and Doctors need to be speak candidly about patient safety but fears of retaliation keep them quiet and have for years. Advocating for patient safety is at the centre of what we do not the margins. We need Safe Spaces. Not only should those who cover up harm to patients or retaliate against those who be unemployed, they should have their medals removed, be reported to governing bodies (such as they are) and potentially face criminal prosecution. In my opinion this needs to be an all Party initiative and not a partisan plaything.Patient Safety Learning #justicefordoctors Annabel Bentley Rosie Benneyworth Dr Rosalind Ranson Dr Chris Day Dr Michael Powers KC Dr Salam Alsam Mr Martyn Pitman and too many others. Our press need to be involved Natasha Robinson Natalie O'Brien Louise Milligan Adele Ferguson Angus Thomson Kate McClymont

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This is a great piece of analysis to show the relative ROI of different types of preventative interventions, with opportunities to better evidence and target such activity. We need more reports like this. This does of course bring to mind the challenges involved in ensuring those returns could then be realised and redistributed in a way that enables a systemic shift in investment upstream. As the report concludes, there may be hope with a #mission-led approach; maybe it's time to dust off the learning from whole place community budgets?

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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 ❤️🙌✨🤝👩‍🦽💬

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A public consultation will be launched tomorrow (Tuesday, 26 November 2024) seeking views on government proposals to regulate health service managers, ensuring they follow professional standards and are held to account. The Department of Health and Social Care will also consult on whether to introduce a new professional duty of candour on managers and, in addition, to make managers accountable for responding to patient safety. They are designed to tackle a culture of cover up which has been found to be present in several patient safety scandals in recent years. The consultation will run for 12 weeks from Tuesday, after which the department will consider responses to the consultation and will set out next steps in due course. An essential element of any ‘duty of candour’ will be a guarantee to protect those who speak up and take sanctions against those who bring reprisals for doing so … this is the very essence of the Principle of Parrhesia (the Powerful guaranteeing protection to the Vulnerable in exchange for the Truth), so perhaps we have a chance now to change the face of society and the culture of work. IF we can get to right in the NHS we can get it right anywhere - but it’s a big ask

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A blog post about my new book 'Why social work is important'; it argues that human beings are social beings, so all societies need a profession that focuses on improving social relationships and social structures. https://lnkd.in/eydzSJwi

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To colleagues working in, or with, local public health teams in the UK, we have just launched the Systems Approach Survey. Many local areas are now using a systems approach to deliver on their healthy weight agendas. Whilst there has been a rapid uptake of these approaches across the UK, what they look like in practice varies greatly from area to area, and local teams have pointed towards several challenges in designing, implementing, and evaluating them. We have co-produced a simple survey to understand how widely systems approaches have been adopted at the local level in the UK to support the healthy weight agenda, how they have been developed, what they look like, and what the challenges to implementation are. We would like to invite you, and your colleagues, to participate in this survey. It will take between 20-40 minutes to complete. If you are not adopting a systems approach, please also complete the survey (3 questions and will take 3-5 minutes) to help build an accurate picture across England. Why take part? 1️⃣ The findings will help create tools and training to support local teams in the future 2️⃣ It will give you, and colleagues, with an ideal opportunity to reflect on your progress to date 3️⃣ A community of learning will be established to enable local teams to share the realities of applying a systems approach 4️⃣ You can help to build up a library of actions that local teams are taking as part of their systems approaches. https://lnkd.in/dWE3UKVx If you have any questions, please send me a message: [email protected]

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🆕 Real-World Evaluation Guide 🆕 Calling all health and care innovators who are looking to launch a new product or solution in the NHS. Are you looking to capture evidence of your solution's real-world impact? We’re excited to launch our new Real-World Evaluation Guide for early-stage innovators. We commissioned our evaluation partner, Unity Insights to develop this comprehensive guide to help you to: ·      Define your problem statement ·      Identify the evidence you need and how to gather it ·      Pilot your innovation ·      Set up an effective evaluation process ·      Share your results in an impactful way Why is this important? Because robust evidence is key to getting your innovation adopted at scale. Good technology deserves a fast track - but you need to prove it delivers value. With this guide, you'll have a framework to measure what truly matters. Download it here: https://shorturl.at/1IY3H #innovators #realworldevaluation #nhsinnovation #Healthcareevaluation #Freeguide #healthcare

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Fresh off the press 📢 a comprehensive and practical guide to support health and care #innovators to build evidence and showcase their impact ⬇   We were commissioned by Health Innovation Kent Surrey Sussex to develop this guide helping early-stage innovators to: 💠 Identify the evidence needed 💠 Set up an evaluation 💠 Use the findings to demonstrate impact   Download the guide below and get started on your evidence generation journey!

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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

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At Rethinking Health, we like a good debate too! My take: Chasing efficiency in inefficient systems manufactures poor clinical practice. We can (must) create a better health service with better outcomes for patients & practitioners without compromising our duty of care or clinical practice. The two aren’t contradictory or mutually exclusive. Dr Gopal has written a brilliant, timely and well-argued piece. Let’s take each point accordingly 👇🏼 1️⃣ No time - GPs cannot use their 10 mins to radically improve the entrenched sociostructural determinants of health depriving populations of their wellbeing - GPs can and should competently recognise social risk factors impacting patient health and wellbeing; confidently and appropriately refer to necessary services. Social Prescribing (SP) exists in primary care to address these concerns under these particular time constraints 2️⃣ No fire power - Political + commercial determinants of health will always exist. In a capitalist context, business models will prioritise profits over people. That doesn’t relieve me of my oath and duty of care to always be of service to the wellbeing of my patients - The central question rightly asked by Dr Gopal: is doing something better than doing nothing? If doing nothing imperils health of the vulnerable, then I consider doing something is better than nothing - SP is an example of doing something. Concerns and criticisms of SP are rooted in its misconceptualisation as a panacea to all social-ills. I’m not saying that SP isn’t used (knowingly or implicitly) to obfuscate political determinants - that is true. I’m not saying SP is a perfectly designed system - it isn’t and could do more to activate and mobilise communities to take political action towards health justice (see global report I wrote this year pg 6 🔗 https://lnkd.in/eHfGrEdt). But it is evidenced as a health systems reliever and wellbeing promoter. This is something that is better than nothing. 4️⃣ No Idea About Good - “Is good health defined as disease prevention? If disease prevention is key, how can GPs measure disease outcomes that do not happen?” are brilliant and necessary questions that urgently need revewing. We know disease prevention is needed. Now we must ask for who, and how will it be implemented and measured in practice. ‼️Collapsing and constricting our clinical practice to meet the demands of a polycrisis and system challenges isn’t the change we need. Within 100 years we’ve gone from Osler’s pronouncement “listen to your patient, he is telling you the diagnosis” to one study reported in the BMJ the median time a doctor listens to their patients before interrupting is 11 seconds. 11 seconds. And now we hear GPs (understably) urging patients to stick to 1 problem per appointment. The erosion of care provision continues. GPs must have a role, not sole responsibility, to improve health inequalities too. National Academy for Social Prescribing, The Patient Revolution

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Yesterday the Independent investigation of the #NHS in England was published. Lord Darzi's report on the state of the National Health Service in England has put forward 3 main solutions: 1. Care to move to community 2. Analogue to Digital 3. Sick care to prevention As the report states the UK Health Services are on life support and this applies to health services around the world. Join the discussion today @1pm BST as I’ll be speaking to Dr. Tom Ashfield about the opportunities for innovation to transform healthcare and HOW to empower people to manage their own health and wellbeing while strengthening and supporting health services (creating new and meaningful jobs etc)🌏🌎🌍💡 #HealthForAll #WHIS

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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

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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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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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Wes Streeting beginning to outline new NHS policy on NHS leaders and managers:'you can expect a grown-up break from the past. No more manager bashing for manager bashing’s sake.   Lord Darzi’s investigation into the NHS concluded that the problem is not too many managers, but too few with the right skills and capabilities. And let me tell you, that is not the most convenient conclusion for a politician to receive. I could be no more popular than announce the sacking of lots of managers, but that would not be the right thing to do. I am prepared to make an unpopular argument with the public about the value of good leaders. The NHS is one of the biggest organisations in the world. We should be competing with global businesses to attract top talent, and for that we need to attract and retain the best. So we will invest in you and support you. Yesterday, Amanda laid out our plans to develop a new NHS management and leadership framework with a single code of practice, set of competencies and national curriculum to help develop essential leadership capabilities. We are establishing a college of executive and clinical leadership, to help train and develop excellent NHS leaders. Non-clinical leaders should be working in lockstep with clinical leaders and that’s why I want this resource to be available to every type of leader in our NHS.'

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