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High impact change model examples of emerging and developing practice –\u00a0<\/strong>LGA<\/strong> Nutrition and hydration<\/strong> Adoption and spread of innovation in the NHS – The King’s Fund<\/strong> No hospital is an island: learning from the Acute Care Collaboration vanguards –\u00a0NHS England<\/strong> Fatigue and sleep deprivation \u2013 the impact of different working patterns on doctors –\u00a0\u00a0<\/strong>British Medical Association<\/strong> Thinking on its own: AI in the NHS –\u00a0Reform<\/strong> NHS efficiency map –\u00a0Healthcare Financial Management Association<\/strong> Using rotational posts –\u00a0NHS Employers<\/strong> Sepsis guidance implementation advice for adults \u2013 NHS England<\/strong> Reducing avoidable hospital based care: re-thinking out of hospital clinical pathways \u2013 South East Clinical Senate<\/strong> Delayed transfers of care: a quick guide – The Kings Fund<\/strong> Delayed transfers of care: a target that misses the mark?\u00a0 – The Kings Fund Blog<\/strong> Statistics<\/strong><\/p>\n HSJ Roundup<\/strong>\u00a0(contact the Library for further details<\/a>)<\/p>\n Our Fabulous NHS \u2013 Academy of Fabulous Stuff
\nThe high impact change model for managing transfers of care identifies eight system changes that will have the greatest impact on reducing delayed discharge<\/a>. This report references a range of initiatives where there is already evidence of impact, points to examples of emerging practice that are starting to make a difference and includes links to published guidance, and further information.<\/p>\n
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\nNHS Improvement has published a series of resources to encourage providers to follow best practice in nutrition and hydration to reduce the incidence of pressure ulcers and promote good wound healing<\/a>.\u00a0 The resources include evidence and recommendations for assessment and action when assessing an individual\u2019s risk of developing a pressure ulcer; five top tips to prevent pressure ulcers; and three case studies.<\/p>\n
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\nThis article <\/a>aims to make\u00a0a pragmatic contribution to the discussion of how to speed up the adoption of service innovation in the NHS. It draws on eight examples of successful spread of innovation supported by academic health science networks.<\/p>\n
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\nThis report <\/a>covers the learning from 13 acute care collaborations that were established in September 2015 as part of the new care models programme. It highlights six common strategies that have emerged, including the way clinical practices are being standardised; how vanguards are making better use of clinical support services; and how the skills of healthcare professionals are being used more creatively and flexibly.<\/p>\n
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\nThis briefing <\/a>highlights why doctors are at risk of fatigue and the acute and long-term impacts this can have. It also presents a framework for how Government, organisations and doctors themselves can manage this risk.<\/p>\n
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\nThis report <\/a>illustrates the areas where artificial intelligence (AI) could help the NHS become more efficient and deliver better outcomes for patients. It also highlights the main barriers to the implementation of this technology and suggests some potential solutions.<\/p>\n
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\nThe Healthcare Financial Management Association and NHS Improvement have worked in partnership to update and revise the NHS efficiency map.<\/a> The map is a tool that promotes best practice in identifying, delivering and monitoring cost improvement programmes in the NHS. It contains links to a range of tools and guidance to help NHS bodies improve their efficiency.<\/p>\n
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\nThis briefing <\/a>explores how\u00a0rotational posts can be an effective response to the challenges faced by employers in attracting and retaining staff. It provides examples from NHS organisations and outlines advice on how to implement rotational posts.<\/p>\n
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\nThis document describes an operational definition of sepsis and supports the implementation of the NICE guidelines <\/a>on the identification and treatment of sepsis.<\/p>\n
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\nImproving health outcomes, preventing serious illness, providing convenient, timely and cost effective care, and avoiding the unnecessary use of acute hospitals, is a shared goal across the NHS, and requires a radical re-think about how and where care is delivered, for both acute and long term conditions. The design and implementation of high quality community-focused clinical pathways now requires the full range of health and social care professionals<\/a> and their organisations to work together, alongside patient and public partners. New ways of working are required that maximise the impact of available staff, facilities and resources, and creative and innovative but realistic models of care need to be implemented.<\/p>\n
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\nWhy do delayed transfers of care occur? And what is the impact on the wider health system? We answer some key questions<\/a>.<\/p>\n
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\nReducing\u00a0delayed transfers of care\u00a0continues to be a priority for the NHS <\/a>and social care. But since March 2017, the already significant national focus on delayed transfers has increased substantially, as national bodies attempted to arrest the spiralling growth in these delays.<\/p>\n
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\nThe pay threshold for very senior managers in the NHS is no longer tied to the prime minister\u2019s salary and has been increased by more than \u00a37,000 this month.<\/li>\n
\nThe chief executive of a trust building new \u00a3350m hospital is \u201ccautiously optimistic\u201d a new builder can be found soon to complete the construction after the liquidation of Carillion.<\/li>\n
\nMore than 500 community services staff will be transferred to an acute trust as part of a \u00a320m contract switch paving the way to an accountable care system.<\/li>\n
\nA West Midlands hospital where patients died on trolleys last winter has retained its inadequate rating, with the Care Quality Commission saying \u201cit remained severely crowded\u201d.<\/li>\n
\nNHS England has been given three months to explain how it will make large savings from a specialist fund for people with long term health conditions without putting \u201cpatient safety at risk\u201d.<\/li>\n
\nPlans to merge three Essex trusts were proposed after an experiment to run the hospitals as a \u201cgroup\u201d with one leadership team proved \u201ccumbersome and inefficient\u201d, the chief executive has told HSJ.<\/li>\n
\nLocal NHS leaders have amended the estimated finish date of a long awaited merger in the South West, which they say will make it easier to achieve major service reconfiguration.<\/li>\n
\nContingency plans are in operation across 14 NHS trusts after the collapse of construction and facilities management company Carillion.<\/li>\n
\nWirral University Teaching Hospital FT doctors reported high levels of bullying and \u201cdisconnect\u201d from management, according to documents leaked to\u00a0HSJ.<\/li>\n
\nHealth leaders have apologised to patients after a hospital trust reported performance of 40 per cent against the four hour waiting standard in its main accident and emergency department.<\/li>\n<\/ul>\n<\/div>\n
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\n***Get involved*** \u2013\u00a0\u00a0share your fab stuff!<\/a><\/strong><\/p>\n\n