Professor Rotimi Jaiyesimi

🌐 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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"This is the biggest increase in NHS spending since 2010, (excluding COVID-19 years)*..." The Chancellor announced a £22 billion increase in total health and social care revenue and capital funding as part of a two-phased Spending Review. The health and social care revenue budget will increase to £200.5 billion in 2025/26 and its ring-fenced sub-budget for NHS England will increase to £192 billion. Some of the key things for me were: 🤔 While the Chancellor said this funding would go towards funding ‘day-to-day’ NHS budget, this front-loading is, in part, to pay for previously unfunded commitments such as pay deals (estimated by the Nuffield Trust before the Budget to be around £4.8 billion) and funding existing deficits. It is not yet clear how much health leaders will be able to spend on frontline service improvements. 👩‍⚕️£1.5 billion for capital for new surgical hubs and scanners and new beds to create more treatment space in emergency departments, reduce waiting times and help shift more care into the community 🧑‍💻 £2 billion to invest in NHS technology and digital – contingent on 2 per cent productivity next year That said, All departments are subject to a 2 per cent efficiency, productivity and savings target in 2025/26 which is expected to make significant savings. This is an invest to save, which comes after years of underfunding. It was interesting to see though, that despite the "need" to move to prevention, there was no explicit investment in services which will prevent health problems from arising. Yet, there were some public health measures such as Tobacco and alcohol duty. Is there anything else missing from these investments? #AutumnBudget #NHS #Investment https://lnkd.in/eUVk8Ri5 https://lnkd.in/epwARs23 https://lnkd.in/edwrgx-8 https://lnkd.in/eg8bZFgw

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Some words from Prof. Bola Owolabi, MRCGP MFPH(Hon), FRSPH, Director of the National Healthcare Inequalities Improvement Programme, NHS England: "It is both instructive and inspiring that the Tackling Health Inequalities Conference, organised by NHS England in partnership with the Royal Society of Medicine (RSM), has quickly become a staple in the calendars of a wide cross-section of healthcare professionals over the course of a few short years. "Awareness continues to increase of the vital importance of ensuring healthcare services are designed and delivered equitably so that everyone – including those who are most vulnerable, seldom-heard, often forgotten and less privileged – benefit optimally and are supported to live long, healthy, and productive lives. "Indeed, this ethos must continue to shape and transform all healthcare services. "Across the NHS, healthcare professionals continue to demonstrate they are keen to play their part in helping to narrow lamentable and persistent gaps in the provision of healthcare services and unequal levels of access and outcomes, which are felt most acutely by those with less and at the lower echelons of the socio-economic ladder. "This burning desire to make meaningful change is a key ingredient behind the success of the Tackling Health Inequalities Conference which offers an important opportunity for stakeholders to unite, engage in thought-provoking and solutions-driven dialogue, share skills, learning and tools, network, build relationships and collaborate across industries. "At NHS England, we are proud to continue the multi-year strategic partnership with the RSM that laid the foundation for this conference. "It supports our mission to realise the NHS Long Term Plan commitment to take stronger action to reduce health inequalities, while ensuring we remain ever mindful that we need to restore NHS services inclusively in the aftermath of the COVID-19 pandemic and strengthen leadership and accountability. "These are common goals shared with the RSM which is uniquely placed to help reach and connect with the medical sector. "As I mentioned in my speech at the 2024 conference, ‘the answer lies between us’ – a reminder of the vital importance of collaboration in the mission to reduce health inequalities. No single sector, specialty or industry has the answers. We will only get there together. "And so, it is with this same sense of purpose, partnership and zeal, that I look forward to the 2025 Tackling Health Inequalities Conference with its focus on ‘Health is Wealth’." Help change health equity. Join the event: https://lnkd.in/eaXVpuMc Bola's comments are taken from the report Learnings from the Tackling Inequalities Conference 2024. Read the full report here: https://lnkd.in/ekhdqxDb #healthinequalities #tacklinginequalities #healthequity

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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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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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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

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✨ Highlights from the 6th Annual International Patient Experience Symposium Preconference Masterclasses! Prof. Simon Conroy, Honorary Professor of Geriatric Medicine at University College London (UCL), and Deborah Thompson, Programme Director: Urgent Care Delivery Networks at NHS Elect, facilitated a dynamic workshop on "Enhancing Emergency Care for Older Adults: Strategies for Optimal ECOP." In this insightful workshop, they shared essential learning objectives: 🧬 Understanding age-related physiological changes impacting emergency care 📝 Implementing evidence-based strategies for geriatric assessment in emergencies 🤝 Applying interdisciplinary approaches for managing complex geriatric cases 🗣️ Enhancing communication techniques for effective interaction with older patients 🔄 Developing protocols for optimizing transitions of care for elderly patients post-emergency Their expertise and collaborative approach provided invaluable strategies for improving emergency care for older adults. #PatientExperience #GeriatricCare #EmergencyCare #HealthcareInnovation #MedicalSymposium #GeriatricAssessment #ElderlyCare

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‘Nurse input vital to achieve NHS digitalisation ambitions’ A lot of political stock is currently – and quite rightly – being placed in digital technology as a key part of the solution to fixing the problems of the NHS and the health and social care system. #nurse #nurses #nursing #health #healthcare #policy #technology #digital #digitaltechnology #healthcareIT #nhs #government https://lnkd.in/e_tw-8rS

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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

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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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The ED team at Kettering General Hospital NHS Foundation Trust has much to teach us about being research-active. The main lessons for me were: 1) You don't have to be a vast University hospital to make significant contributions to national research (KGH has been a top recruiter on several studies) 2) You can seek CRN funding coupled with some relatively modest Trust investment to fund research nurse posts and a few PAs of consultant time. 3) Once the ball is rolling, more middle grades, trainees, consultants, nurses, and ACPs will become further involved in research. 4) You can do ground-up research, with the ED leading the shop floor staff in identifying studies and then linking upwards to the Trusts' R&D teams. 5) Research active emergency departments attract and retain staff for longer. There is a lot to be proud of at KGH, and while Mo and Hannah are modest together, they are a team that delivers so much. Fantastic learning and motivation for us at Walsall Healthcare NHS Trust.

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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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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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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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How can you effectively workforce plan in the NHS when you do not have all of the information that you need? The short answer is your can't. F_rstly t_ und_rst_nd yo_r cap_c_ty y_u r_ally n_ed to ha_e all of t_e d_ta, a_y hol_s or mi_sing info_mation wi_l n_t prov_de you with the f_ll p_ctur_. Secondly, you then need clear demand data such as: ................................................................................................................................................................................................................................................................................ ........................................................................................................................................ Effective workforce planning is only possible if you have all the information you need: understanding your capacity and how it measures up against the demands of each service. Surface-level data is insufficient. For example, if the demand for the service is 123 PAs per week and your capacity also shows 123 PAs per week, it might seem fine. But what if 10 PAs are over-subscribed in Theatre and 10 PAs are under-subscribed in Clinics? The total number of PAs matches, but not in the right way. This misalignment means you’re potentially paying staff for surgeries that don’t happen whilst at the same time spending contingency money on agency staff to support your clinics. I don't need to tell you that this all adds up. Equally the problem may be invisible to you if the surface data says everything is fine. What you need is forensic-level analysis that provides complete information and a meaningful gap analysis. Anything less will give you an inaccurate picture and could cost you budget you do not have. How effectively do you workforce plan in your trust? does it have an impact on how your services run? I would love to hear stories. #NHS #Workforceplanning #CapacityandDemand

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Insightful to listen in to July’s EMJ (Emergency Medicine Journal) Podcast featuring Jonathan and close friend to mOm Incubators, Peter Reynolds, Consultant Neonatologist and Paediatrician based at Ashford and St. Peter's Hospitals NHS Foundation Trust's Hospital, to discuss the importance of building relationships with the families of premature babies and emerging trends and advances in neonatal care. This episode shines light on Peter’s neonatal care pathway and how he transitioned as a GP into pediatrics after experiencing a keen enthusiasm within neonatal care and industry influences. Peter’s journey led him to completing his membership exams which gave him the opportunity to work out in a neonatal intensive unit down in Melbourne, crediting his teachers and influences along the way. It was at this point where Peter Reynolds realised neonatology was the route for him and continued to work, train and study his PHD back in the UK. Early into the episode, Jonathan and Peter discuss that it was actually because of our mOm Incubators that their paths crossed. Peter has been the principal investigator for mOm Incubators in charge of leading out our incubator trial at Ashford and St. Peter's Hospitals NHS Foundation Trust, collecting data from 37 premature babies. The aim of this trail study is to compare the effectiveness of our compact, lightweight mOm Incubators VS old, expensive and traditional incubators – see link in comments below to review our trial findings 📚 (There was no difference, besides mOm Incubators being quicker & easier to clean!) For more information about our partnership with Peter and EMJ, please visit the episode link below in the comments. Overall a really insightful episode outlining Peter’s experience within neonatology diving into his industry insights, emerging trends and 3 wishes for healthcare. #neonatology #neonatalcare #neonatal #EMJpodcast #clinitian #engineer #NHS NHS Institute for Innovation and Improvement #HealthcareInnovation #EMJ #innovation #digitalhealth

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