Moorfields Eye Hospital NHS Foundation Trust is one of the 13 acute care vanguards which aim to “link hospitals together to improve their clinical and financial viability, reducing variation in care and efficiency” | Institute of Healthcare Management
The Moorfields vanguard team has spent the past year exploring whether the longer-term sustainability of single speciality services can be strengthened by entering into a networked care partnership, and the other benefits that the model might bring.
The team was keen to understand what makes the biggest difference for patients, staff and partner organisations in getting things right first time when establishing a networked care partnership; and to identify the best way to sustain services so that specialist care can continue to be offered locally.
The team’s findings are shared in the toolkit, an online resource with evidenced-based learning that other trusts can use to evaluate whether networked care could help their smaller clinical services. It has practical advice on how organisations can establish their own network in the way for them.
The toolkit also includes recommendations on how to:
ensure consistent quality of care at multiple sites
The Healthcare Financial Management Association (HFMA) has published NHS financial temperature check: finance directors’ views on financial challenges facing the NHS in England.
This briefing draws on the responses of finance directors of trusts and foundation trusts and chief finance officers of CCGs. It finds the financial performance of the NHS remains under significant financial pressure.
Trusts reported a combined deficit of £791m in 2016/17, after receiving additional funds of £1.8bn from the sustainability and transformation fund (STF).
The performance of CCGs, based on month 11 forecasts, looks better than that of trusts with a forecast in-year underspend of £250m, but this is after the release of the £800m risk reserve to CCGs’ bottom line.
This report analyses the finances of NHS providers and the consultant productivity of acute NHS hospitals, drawing on their annual accounts from 2009/10 to 2015/16 and links this to wider NHS data. It shows that NHS providers saw relatively little of the income growth for the NHS as a whole, and that productivity for consultants and the wider workforce in acute hospitals has been falling.
This briefing summarises research that analysed data from over 230,000 anonymised patient records for older people aged 62 – 82 years | The Health Foundation
Continuity of care is an aspect of general practice valued by patients and GPs alike. However, it seems to be in decline in England.
Our analysis, published in The BMJ and summarised in this briefing, looks at the link between continuity of care and hospital admissions for older patients in England. We looked specifically at admissions for conditions that could potentially be prevented through effective treatment in primary care.
We found there to be fewer hospital admissions – both elective and emergency – for these conditions for patients who experience higher continuity of care (ie those who see the same GP a greater proportion of the time). Controlling for patient characteristics, we estimate that if patients saw their most frequently seen GP two more times out of every 10 consultations, this would be associated with a 6% decrease in admissions.
To improve continuity for patients, general practices who are not already doing so could set prompts on their booking systems and encourage receptionists to book patients to their usual GP. Patients could also be encouraged to request their usual GP.
Clinical commissioning groups and NHS England Area Teams could work with general practices to support quality improvement initiatives that maintain or improve continuity of care.
Future national initiatives should have a well developed understanding of how and why the policy will impact on continuity in a particular context.
This annual report covers surgical site infection (SSI) data collected by NHS hospitals and independent sector NHS treatment centres.
This report is a summary of data on surgical site infections (SSIs) collected by NHS hospitals and independent sector (IS) NHS treatment centres in England participating in one of 17 surgical categories of surveillance between April 2004 and March 2015. The results include orthopaedic data submitted by hospitals following the mandatory surveillance requirement introduced by the Department of Health in April 2004 . This requires all NHS trusts undertaking orthopaedic surgical procedures to carry out a minimum of three months’ surveillance in each financial year in at least one of four categories (hip prosthesis, knee prosthesis, repair of neck of femur or reduction of long bone fracture). Trusts with very small volumes are exempt from the mandatory surveillance but are expected to undertake surveillance in a category that reflects the largest component of their surgical activity.
This report focuses on developing the evidence base to support new ways of assessing and improving doctors’ morale. The report also explores the issue of recruitment to the rank of medical registrar, and highlights that the perception of on-call roles as being extremely stressful and a significant deterrent to recruitment.
The RCP identify eight ‘domains’ of a doctor’s working life that need to be assessed and supported. The report suggests it is essential that all eight domains are addressed in a holistic way to improve the morale and wellbeing of doctors:
Good working relationships between doctors and managers are critical for the safety and quality of NHS care. Yet recent reports have referred to a ‘gulf’ between the two groups | Nuffield Trust
This research uses a detailed survey of doctors and managers at board and middle-management levels of NHS acute trusts, along with interviews and a focus group, to understand their views on the current state of the doctor–manager relationship in the UK, the pressures it is coming under, how it has changed, and the outlook for the future. Looking back on a survey from 2002 by the same authors, which identified similar themes, allows the research to examine what has changed over a decade of political turmoil, what has not, and where policy-makers and NHS leaders might look to improve the pivotal relationship between doctors and managers in future