NHS Improvement has written to the chief executives of all trusts providing community services setting out actions they must implement to reduce delayed transfers of care over winter. | NHS Improvement | HSJ
NHS Improvement chief executive Jim Mackey has said trusts must help improve delayed discharges over winter and listed six actions they need to carry out in the next six months:
Facilitate the sharing of patient data with acute and social care partners and from 7 November ensure daily situation reports are completed “to enable better understanding of community services at a national level”.
Jointly assess discharge pathways with local partners including “being an active participant in the local acute provider’s discharge and hosting operational discussions daily where necessary to discharge patients in community settings”.
Develop “discharges hubs” over the next six months and beyond, designed to be a single point of access for patients moving between acute and community services.
Ensure a “robust patient choice policy” is implemented.
Clarify to partner organisations what services the trust offers to patients.
Ensure collection of patient flow data and data on plans to improve patient flow.
Full detail is given by NHS Improvement who have produced the following report to help improve flow into and out of community health services:
Home care: what people told Healthwatch about their experiences | Homewatch
This report analyses the experiences of over 3,000 people, their families and front line staff with home care services. The information is intended to be used to inform the development of new service contracts, to shape care packages around what people want and to set out new ways to monitor performance from a user perspective.
Developing accountable care systems: lessons from Canterbury, New Zealand | The Kings Fund
This report examines how the Canterbury health system in New Zealand has moderated demand for hospital care, particularly among older people, by investing in alternative models of provision and community-based services. The transformation has taken more than a decade and required significant investment; this report considers the lessons that the NHS can learn.
This Ten Point Action Plan for General Practice Nursing, describes the nursing element of the General Practice Forward View (GPFV) | NHS England
The GPN ten point action plan sets out the measures required to bring about the changes that are needed, which will be taken forward by NHS England, Health Education England, NHS Improvement, Public Health England, The Royal College of Nursing, The Royal College of General Practitioners, The Queens Nursing Institute and The British Medical Association. These organisations will support commissioners and providers to implement the actions at local level. Delivery of this Ten Point Action Plan at a local level will be supported by one of four Regional GPN Delivery Boards.
General practice at scale and new care models provide fresh opportunities for supporting general practice nurses to develop skills and advance their careers. This will assist recruitment and retention which will in turn ease GPs’ workload as well as improving the experience of care for individuals, the outcomes of care and treatment, the use of NHS resources and staff experience.
The Social Care Institute for Excellence has published Creating the five year forward view for social care: how transformed and integrated health and care could improve outcomes and cost-effectiveness.
This updated paper explores the potential for scaling up the most promising examples of care, support and community health services, initially using data from Birmingham City Council, modelling their outcomes and costs. Originally published in November 2016, it has been updated to include additional models.
Moving care out of hospitals into the community can deliver holistic, patient-centred care closer to home. In most cases however, it is unlikely to save money, according to a report published today by The Nuffield Trust.
The report is based on a review of 27 schemes to reduce hospital activity, which included changes to urgent and emergency care pathways; speeding up discharge; managing ‘at risk’ groups; supported care at home; and cutting down on admissions.
Most of the initiatives demonstrated the potential to improve patient experience, and in some cases, outcomes. The evidence on cost savings was much less clear cut, partly because good economic evaluations have often not been carried out.
Several schemes did seem to be cost-effective in the right circumstances, but where schemes had been evaluated, most were cost neutral or were more expensive.