Rachel Carrell

Great to see this report

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We are a pre seed start-up company and we are looking for a Bank to guide and support us. We are already signed up for the NHS Innovation Hub and I am a lay subject matter expert for NICE and I am a Research Champion for the London North West NHS. Other qualifications are in my personal profile attached. We are launching a new rPPG (using the Camera on a Smartphone or on a Tablet to assess a person’s vital signs). We are at the forefront of cutting edge technology and we propose to stay there. Remote Patient Monitoring solutions linked to one of our Medical-Grade Tellihealth Smartwatches give you even more assessment of even more health issues and concerns. We are also considering adding a Holter Cardio Smart Wearable Patch as well as other emerging technologies so that we are ahead of all other offerings in the market place. We propose a soft launch in January 2025 and to launch fully in March 2025. Just to confirm that I am forming a Medical Advisory Board for our not for profit arm of TDihealth Community Interest Company. This far we have two entities. Total Digital Inclusion Global Limited the commercial arm of the Tellihealth business. We distribute and sell Tellihealth Smartwatches, Blood Pressure Monitors, Digital Thermometers and a host of other Home health test equipment. We also sell monthly and annual subscriptions to the TDihealth Facial Scanning solutions, our Ambulatory Holter Smart Wearables and other health Technology solutions. Under the TDihealth Facial Scanning solution we propose to offer a limited trial period to everyone FREE of charge. The goal is to hopefully hand responsibility for one’s health and wellness back to the patient and HOPEFULLY A take some pressure off of our overstretched NHS. There is an option to subscribe to continued use on a monthly or annual basis but limited access to everyone is to remain FREE for life. That is my goal. I propose to have a Medical Advisory Board of maximum 5 people (3 already appointed). This board to include 4 Medical Doctors with various specialties and PPI lay person to add a patient’s perspective. The main board will be made up of 6 people, myself, a Technical Director, Sales Director a Marketing Director, an Operations Director and a Company Secretary, all already appointed. You can see what we are planning on www.tdihealth.co.uk with lots more technology to come mid 2025. Very happy to hear from innovative technology companies with easy to add AI and all other other assessment, monitoring and management technologies that we can add to our platform. My email address is [email protected] and my telephone number and WhatsApp is +447455969035. I look forward to hearing from you

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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/FmQOvA 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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#galienforum2024 introducing new technologies optimising pathways to improve population health requires diffenent ways of working and prescribing #primarycare Learn more about how to launch and sustain successful integrated neighbourhood teams #nhs #int’s #fuller #humancentreddesign #prixgalienuk

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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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Our care systems need a radical transformation. Joseph Rowntree Foundation (JRF) has outlined a strategy we must adopt to ensure a sustainable and effective future for care in the UK. Here’s what must happen: 1. Seamless Integration of Services Holistic Support: Health, social care, and community services must work together to provide uninterrupted, holistic support. Integration is essential to ensure no one falls through the cracks. Collaborative Frameworks: Establish frameworks for seamless communication and coordination among service providers. Greater Manchester’s Integrated Care System is a prime example of improved outcomes through coordination. 2. Empower Individuals with Person-Centred Care Tailored Care Plans: Care must be tailored to individual needs, giving people control over their lives and promoting better health outcomes. Active Participation: Encourage individuals to actively participate in their care planning. Personal Health Budgets (PHBs) allow for more personalised and effective support. 3. Secure and Sustainable Funding Long-Term Investment: We need robust, long-term funding models to ensure care services are available and reliable for everyone. Policy Advocacy: Advocate for policies that prioritise sustainable funding for social care. The Wigan Deal shows how investing in community groups can redesign services effectively. 4. Support and Develop Our Care Workforce Comprehensive Training: Invest in training programmes that equip care workers with the skills they need to provide high-quality care. Fair Compensation: Ensure care workers receive fair wages and benefits. Valuing our care workers creates a more compassionate and effective care system. Career Pathways: Develop clear career pathways for advancement and professional development within the care sector. 5. Community-Driven Solutions Local Engagement: Engage local communities in designing and delivering care services to ensure they are relevant and effective. Grassroots Initiatives: Support initiatives that empower communities to take an active role in care provision, fostering ownership and accountability. 6. Embrace Innovation and Technology Technological Advancements: Harness technology to revolutionise care delivery. Innovations like telehealth, AI-driven care management, and digital health records can improve efficiency and accessibility. Continuous Improvement: Foster a culture of continuous improvement and innovation within the care sector. The time for action is NOW! I urge policymakers and communities across the UK to come together and implement these critical changes. The future of care depends on our collective commitment and action. Together, we can build a care system that truly cares for everyone. Read more [https://lnkd.in/evym9h-h] #ActNow #FutureOfCare #WholeSystemsApproach #EmpowerIndividuals #SustainableFunding #SupportCareWorkers #CommunitySolutions #InnovateCare

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Today we published the second annual Independent Healthcare Providers Network (IHPN) 'Going Private' report looking at public attitudes and behaviours towards accessing and using private healthcare in the UK. Huge thanks to Bevan Brittan for once again supporting us and to Public First for doing the fieldwork. Many of the findings are consistent with last year's report and show sustained interest from people of all ages in accessing private healthcare, with young people in particular willing to consider it if they need treatment. Interestingly we are seeing growing numbers of people (over 4 in 10) that have used private healthcare reporting that they want straight to the private option and didn't try the NHS first. The recent growth in Private Medical Insurance (PMI) is also reflected in the findings with 58% of private healthcare users doing so through insurance and 55% of people saying they'd be more likely to apply for a job if it came with PMI. Finally - and very pleasingly - of those that did pay to 'go private', 88% considered it worth the expense with the majority of people feeling positive about private healthcare. More details below. https://lnkd.in/ef9DMgKd

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Reference to some strong evidence in this article. Worth reading 🤓

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🔦Case Study Spotlight: Driving ICB NHS App Adoption with Social Media In 2023 Norfolk and Waveney ICB recognised the need for a cohesive digital strategy which aligns with recommendations from the recent Darzi Report emphasising the importance of digital innovation in transforming patient care. To act on this they partnered with Redmoor Health to enhance patient engagement through our Social Media Managed Service. 🎯Our goal? To promote the NHS App and encourage digital health adoption. From November 2023 we rolled out targeted campaigns across all practices, highlighting the NHS App’s benefits, such as easy appointment booking, prescription management, and access to medical records. The results reflect not just engagement but transformation: 📈 7.69% increase in NHS App registrations 💬 25.5% rise in monthly appointments booked 🗣️ 33.3% increase in appointment cancellations showcasing patients’ growing control over their healthcare These outcomes directly align with the #Darzi Report's call to empower patients through digital tools, fostering self-management and reducing the administrative burden on primary care. The report also underscores the need for better public engagement which this programme achieved by building a vast communications network across NHS Norfolk and Waveney ICB Digital Beyond NHS App usage, this initiative has set the foundation for sustained patient communication, enabling Norfolk and Waveney ICB to deliver priority health campaigns efficiently, reaching millions of people. We’ve shown that strategic social media management is more than just outreach—it's about creating a digitally enabled future for the #NHS. This success demonstrates how thoughtful, data-driven social media strategies—echoing the Darzi Report's recommendations on innovation can lead to significant improvements in patient care and system efficiency. #DigitalHealth #DarziReport #SocialMediaForHealth #NHS #PatientEngagement #HealthcareInnovation #NorfolkWaveney

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🔦Case Study Spotlight: Driving ICB NHS App Adoption with Social Media In 2023 Norfolk and Waveney ICB recognised the need for a cohesive digital strategy which aligns with recommendations from the recent Darzi Report emphasising the importance of digital innovation in transforming patient care. To act on this they partnered with Redmoor Health to enhance patient engagement through our Social Media Managed Service. 🎯Our goal? To promote the NHS App and encourage digital health adoption. From November 2023 we rolled out targeted campaigns across all practices, highlighting the NHS App’s benefits, such as easy appointment booking, prescription management, and access to medical records. The results reflect not just engagement but transformation: 📈 7.69% increase in NHS App registrations 💬 25.5% rise in monthly appointments booked 🗣️ 33.3% increase in appointment cancellations showcasing patients’ growing control over their healthcare These outcomes directly align with the hashtag #Darzi Report's call to empower patients through digital tools, fostering self-management and reducing the administrative burden on primary care. The report also underscores the need for better public engagement which this programme achieved by building a vast communications network across NHS Norfolk and Waveney ICB Digital Beyond NHS App usage, this initiative has set the foundation for sustained patient communication, enabling Norfolk and Waveney ICB to deliver priority health campaigns efficiently, reaching millions of people. We’ve shown that strategic social media management is more than just outreach—it's about creating a digitally enabled future for the hashtag #NHS. This success demonstrates how thoughtful, data-driven social media strategies—echoing the Darzi Report's recommendations on innovation can lead to significant improvements in patient care and system efficiency. hashtag #DigitalHealth #DarziReport #SocialMediaForHealth #NHS #PatientEngagement #HealthcareInnovation #NorfolkWaveney

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🔦Case Study Spotlight: Driving ICB NHS App Adoption with Social Media In 2023 Norfolk and Waveney ICB recognised the need for a cohesive digital strategy which aligns with recommendations from the recent Darzi Report emphasising the importance of digital innovation in transforming patient care. To act on this they partnered with Redmoor Health to enhance patient engagement through our Social Media Managed Service. 🎯Our goal? To promote the NHS App and encourage digital health adoption. From November 2023 we rolled out targeted campaigns across all practices, highlighting the NHS App’s benefits, such as easy appointment booking, prescription management, and access to medical records. The results reflect not just engagement but transformation: 📈 7.69% increase in NHS App registrations 💬 25.5% rise in monthly appointments booked 🗣️ 33.3% increase in appointment cancellations showcasing patients’ growing control over their healthcare These outcomes directly align with the #Darzi Report's call to empower patients through digital tools, fostering self-management and reducing the administrative burden on primary care. The report also underscores the need for better public engagement which this programme achieved by building a vast communications network across NHS Norfolk and Waveney ICB Digital Beyond NHS App usage, this initiative has set the foundation for sustained patient communication, enabling Norfolk and Waveney ICB to deliver priority health campaigns efficiently, reaching millions of people. We’ve shown that strategic social media management is more than just outreach—it's about creating a digitally enabled future for the #NHS. This success demonstrates how thoughtful, data-driven social media strategies—echoing the Darzi Report's recommendations on innovation can lead to significant improvements in patient care and system efficiency. https://lnkd.in/eMdSATUe #DigitalHealth #DarziReport #SocialMediaForHealth #NHS #PatientEngagement #HealthcareInnovation #NorfolkWaveney

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The public has spoken, and the message is clear: it's time to prioritise primary and community care over hospitals. 🏥🩺 A report by the Health Foundation and Ipsos UK reveals that 60% of people believe the government should focus NHS funding on improving access to general practice and dentistry, compared to just 29% who prioritise hospitals. The call for earlier diagnosis and better management of conditions like diabetes and obesity is louder than ever. 📊 As Primary Care Dietitians, I see firsthand the impact of well-supported primary care on managing long-term conditions. Our mission aligns perfectly with the public's desire for a healthcare system that offers comprehensive and accessible services. 🌍❤️ Interestingly, around half of the public would even support raising taxes to ensure the NHS can maintain its current level of care. 💷 However, there's a significant mistrust in the government’s current policies, with only 9% confident in the direction being taken. It's crucial for the next government to heed this call and make tangible changes that reflect the public’s priorities. Let's champion a future where primary care gets the attention and money it deserves. Together, we can create a healthier nation. 🌟👩‍⚕️👨‍⚕️ Read the full article here: https://lnkd.in/e6AKfyj9 #PrimaryCare #NHS #HealthcareReform #PublicHealth #Dietitians #CommunityCare #HealthcareInnovation

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"Digital Health and Care Wales publishes organisational strategy for 2024-2030, highlighting need for “a digital and data revolution” “NHS in Wales is at a turning point. The challenges we collectively face are complex and ever-changing; improving health and reducing inequalities against a backdrop of the ongoing impacts of the COVID-19 pandemic and limited funding. But the opportunity to transform health and care is also significant.” The strategy sets out five missions, including ✅ providing a platform for enabling digital transformation ✅ delivering high quality digital products and services ✅ expanding the digital health and care record ✅ driving better values and outcomes through innovation ✅ being a trusted strategic partner and a high quality, inclusive and ambitious organisation. On providing a platform for enabling digital transformation, DHCW’s future model is a single data platform and a single digital health and care record, which it states will become “the foundation for all digital services and applications in Wales”. Open architecture to support innovation and the development of data standards for health and care are also highlighted as key features. Plans to 2030 include moving all data stores and services to the NDR platform to create a single national Clinical Data Repository, extending data standards and components to social care and other partners, and establishing an all-Wales framework for sharing health and social care data. Nice to see the homeland trying to move things forward (I'm half Welsh!) There's that slippery phrase "enabling digital transformation".... will be interested to see how this manifests. #diitalhealth #strategy

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There is much focus on the NHS today following the publication of the Lord Darzi report showing its critical state and the need for radical and systemic change. What may get missed with all the focus on outcomes for patients and the constant politicisation of the issue is that legislation has already changed around the procurement of NHS goods and services (Health Care and the Government Procurement Acts) which address the issue of forced labour and modern slavery in supply chains. Work in NHS England, particularly in procurement take note of this from the Minister of State, Karin Smyth at Department of Health and Social Care: "The Department has pledged to put an end to modern slavery in the National Health Service by meeting my Rt hon. Friend, the Secretary of State for Health and Social Care’s duty to assess and mitigate modern slavery risk in NHS supply chains. New regulations will require public bodies procuring goods or services for delivering health services in England to assess the risk of modern slavery and implement reasonable steps to procurement and contracting activities, with a view to eradicating the use of goods and services tainted by modern slavery." If you need support to develop or enhance your procurement decision-making processes or an assessment of the effectiveness of your responses to modern slavery and forced labour then please contact my Business Services colleagues Unseen UK at ([email protected]) to discuss how we can support you on the journey to eliminate modern slavery in the NHS.

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I completely agree with the points raised here, Gus Kennedy. It's deeply frustrating to see such a critical sector stifled by outdated procurement frameworks that effectively shut out newer, innovative suppliers from contributing to NHS services. As a result, this kind of setup blocks competition and choice, ironically limiting market access at a time when the NHS should be prioritising value and agility to adapt to changing needs. The switch from central funding to ICB-controlled budgets should have opened the door for more competitive bids, yet the bulk of contracts still defaulted to legacy vendors like Accurx, as you highlighted with the recent October procurement outcomes. This reality contradicts the stated goal of moving away from monopolies in primary care tech, as it essentially trades one for another. It's clear that the procurement process urgently needs to be more flexible and transparent, not only to avoid entrenching incumbents but also to make space for innovative solutions that better meet the demands of modern healthcare. This approach would ultimately save taxpayer money and encourage health tech companies to keep investing in new solutions. Thanks for shedding light on this issue!

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How do we get digital resources into routine clinical practice? And how do we do it safely and effectively? Join our webinar today to find out!

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