State of Care 2013/14

February 13, 2015 Comments Off on State of Care 2013/14

Source: Care Quality Commission (CQC)

Link to main document 

Publication format: PDF (90 pages)

Date of publication: October 2014

Summary of driver: This is the fifth annual CQC report on the state of health and care services in England. It shows that shows there are many excellent health care services but the variation in quality in England is unacceptably wide.

Key features of driver:

  • CQC’s tougher, people-centred, expert-led and more rigorous inspections are seeing some outstanding care and we have already rated many good services.
  • The report also finds care that is inadequate or requires improvement. The variation in the quality of health and adult social care is unacceptably wide.
  • The principle of keeping people safe from harm is fundamental. Too many providers have not got to grips with the basics of safety. Of the first NHS acute hospitals rated, eight out of 82 were rated inadequate for safety, and 57 were rated as requires improvement for safety. (It is important to bear in mind, though, that the early inspections of acute hospitals under the new CQC approach mostly focused on those that were deemed higher risk. This picture is not representative of acute hospitals across England.)
  • Strong, effective leadership at all levels within an organisation is vital. Strong, effective leadership drives up quality and safety overall.
  • There is a mounting financial challenge in health and adult social care. But this should not excuse inadequate care. Providers must learn from the outstanding examples of others who have the same resources.
  • The CQC challenges providers and the care system to accept where there are problems and to use our inspections to drive up care quality.

A summary and infographic of the report findings are also available.

Primary audience: All health and social care providers in England, members of the public and other stakeholders.

Impact on library policy/practice: Leadership is identified as a key theme in this report.  Libraries are in a position to support the educational requirements of those healthcare professionals undertaking development to improve their leadership skills.  Libraries are a knowledge hub; we can ensure that the best clinical and management knowledge is easily available to decision-makers in the organisation, in order to tackle the challenges identified in this report, particularly around quality of care and safety.  Libraries are ideally placed to identify and disseminate best practice that can assist health care organisations in providing quality care with limited resources.

Date last updated: February 2015

Due for review: February 2016

Group member responsible: VT

Exploring CQC’s well-led domain; how can boards ensure a positive organisational culture?

January 29, 2015 Comments Off on Exploring CQC’s well-led domain; how can boards ensure a positive organisational culture?

Source: Katy Steward, the King’s Fund

Link to main document: http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/exploring-cqcs-well-led-domain-kingsfund-nov14.pdf

Publication format:  PDF

Date of publication: November 2014

Summary of driver:

This paper has been written as a guide for board members to improve leadership and culture in preparation for CQC inspections. It provides an overview of aspects of culture within the organisation to ensure that trust boards have the tools they need to engage and motivate staff.

The main purpose of CQC inspections is to assess the quality of care delivered to patents. Following the Francis Report, the CQC are now starting to analyse leadership and the organisational culture of providers.

Key features of driver:

The report sets out five lines of enquiry (below) that the CQC believe will ensure that an organisation is well led, operates within a positive culture and has a high level of staff engagement. Each enquiry has a real life example of how an NHS Trust has achieved that line of enquiry via best practice.

  • inspiring vision – developing a compelling vision and narrative
  • governance – ensuring clear accountabilities and effective processes to measure performance and address concerns
  • leadership, culture and values – developing open and transparent cultures focused on improving quality
  • staff and patient engagement – focusing on engaging all staff and valuing patients’ views and experience
  • learning and innovation – focusing on continuous learning, innovation and improvement.

With regard to collective leadership and culture change, the following three phases have been identified in relation to the development of a leadership strategy.

  • discovery phase – thorough analysis of current situation and an informed view for the future
  • design phase – lists specific requirements for the next three- five years (individually and as a collective)
  • delivery phase – comprehensive details of the strategies and programmes required

The leadership strategy is the basis of a leadership development plan that sets out how the organisation will develop behaviour in order to deliver its strategy.

Primary audience: Trust Board, key stakeholders, NHS staff in general

Impact on library policy/practice: Retrieval of information associated with management and staff engagement

Date last updated:  November 2014

Due for review:  November 2015

Group member responsible: LK

DH & HEE Framework agreement

January 22, 2015 Comments Off on DH & HEE Framework agreement

Title of driver:

DH & HEE Framework agreement

Source:

Department of Health

Link to main document

Publication format:

PDF

Date of publication:

April 2014

Summary of driver:

The driver describes the relationship between the Department of Health (DOH) and Health Education England (HEE). HEE supports the education, development, and training of NHS and Public Health staff.

HEE is accountable for the education and training budget. Allocation for the budgets for education and training is distributed by the LETBs, following principles set out in “Liberating the NHS: Developing the Healthcare Workforce – From Design to Delivery”.

Key features of driver:

Defines the relationship between DOH and HEE, containing information on:

  • Governance
  • Accountability
  • Partnership working
  • Transparency
  • Audit
  • Delegations and financial management
  • Relationships with the Departments other arm’s length bodies
  • The agreement will be reviewed every 3 years

Primary audience:

All NHS Trusts

Local Education Training Boards (LETBs)

Impact on library policy/practice:

Health Libraries support Health Education England by providing timely information resources available to all NHS and Public Health staff.

Libraries already support the education, development, and training of NHS and Public Health staff and students in various ways, such as:

Providing training on health resources (in groups and 1:1)

Providing resources for staff development, training, and education

Supporting patient care, through providing timely resources and evidence

 Date last updated: November 2014

Due for review: April 2015

Group member responsible: (LA)

A new settlement for health and social care: Final report

December 16, 2014 Comments Off on A new settlement for health and social care: Final report

Source:  The King’s Fund

Link to main document:

Publication format:  PDF

Date of publication: 04/09/2014

Summary of driver:

This is the final report from the Independent Commission on the Future of Health and Social Care in England. The report discusses the need for a simpler pathway for health and social care and proposes a new approach that redesigns care around individual needs regardless of diagnosis, with a graduated increase in support as needs rise, particularly towards the end of life. The commission has concluded that this vision for a health and care system fit for the 21st century is affordable and sustainable if a phased approach is taken and hard choices are taken about taxation.

Key features of driver:

  • Creation of a system of care that works better and more appropriately for individuals
  • Acknowledgment that additional funding (private or public) is required to maintain strong and continuing focus on NHS productivity. This includes proposed changes to National Insurance contributions and the commission favours public funding.
  • A more integrated service which is easier to navigate for all concerned.
  • Better integration of health and social care needs and more equal support for equal need (making much more social care free at the point of use)
  • Move towards a single ring-fenced budget with a single commissioner for local services

Primary audience: All those with an interest in healthcare (commissioners, providers, central and local Government)

Impact on library policy/practice: None as such but this report provides a useful overview to library staff about the wide ranging impact of the work involved in moving towards a new way of funding for health and social care.

Date last updated: September 2014

Due for review:  04/09/2015

Group member responsible: LK

Personalised Health and Care 2020: Using Data and Technology to Transform Outcomes for Patients and Citizens: A Framework for Action

December 12, 2014 Comments Off on Personalised Health and Care 2020: Using Data and Technology to Transform Outcomes for Patients and Citizens: A Framework for Action

Source: NHS National Information Board

Link to main document

Publication format: PDF

Date of publication: November 2014

Summary of driver:

Better use of data and technology has the power to improve health, transform the quality and reduce the cost of health and care services.

It can:

  • give patients and citizens more control over their health and wellbeing
  • empower carers
  • reduce the administrative burden for care professionals
  • support the development of new medicines and treatments

This document is a framework for action that will support frontline staff, patients and citizens to take better advantage of the digital opportunity, and the newly created National Information Board (representing a number of national bodies) will report annually on progress made against the priorities. The ambition is to make the NHS a digital pioneer.

All NHS funded care services are expected to have digital and interoperable systems that remove the limitations of paper records by 2020.

Technology will play a vital role in helping contribute to the £22 billion in efficiency savings needed to sustain the NHS, as set out in the NHS Five Year Forward View.

Key features of driver:

Some of the specific priorities are:

  • Online access to personal GP records by 2015
  • Online access to all personal health and social care records by 2018, including the ability for patients to add their own comments.
  • National digital standard for people at the end of life – building on the success of Co-ordinate My Care in London – so their care preferences are respected.
  • Digitisation of the Personal Child Health Record (the red book) to offer new mothers personalised mobile care records for their child
  • NHS ‘kitemarks’ for trusted smartphone apps which will help patients access services and take more control of their health and wellbeing
  • Patients will only have to tell their story once – with consent, care records will be available electronically across the health system by 2018 for urgent care services and 2020 for all services – improving coordination of care, particularly for those with complex conditions
  • ensuring the NHS remains a leader in fight against disease and as a hub for genomics research
  • developing innovative personalised medicines so treatment is right first time

Primary audience: All NHS organisations

Impact on library policy/practice:

The report does not mention library and knowledge services, and is mainly concerned with data about patients.

However, there are a few areas that may impact on us:

  • Healthcare workers will be expected to use mobile devices much more in future, and library staff may be able to provide some support and training on using these.
  • In 2015 NHS England will develop proposals for Code 4 Health, a programme to support health and care professionals to develop apps and other digital services. Library staff could get involved to write their own apps, or support health and care staff to do so.
  • Health Education England and the Health and Social Care Information Centre are introducing a new knowledge and skills framework in 2016 that will embrace digital technology. Library services may be able to demonstrate how our services, particularly training, can contribute to staff meeting the requirements.
  • There are proposals to create a federation of health informatics professionals. Some librarians are already members of UKCHIP, which will become part of this, and CILIP are also represented. This could be an opportunity to demonstrate the role that library and knowledge have in health informatics.
  • Digital services are to be delivered in line with the Government Service Design Manual, and this may impact on future library website or e-resource developments, or indeed on the way library services operate as ‘digital by default’ becomes more widespread.

Date last updated: Dec 2014

Due for review: Dec 2015

Group member responsible: JC

 

Five Year Forward View

December 10, 2014 Comments Off on Five Year Forward View

Source: NHS England

Link to main document

Publication format: PDF via webpage

Published: 23rd October 2014

Summary of driver: This document sets out options for closing a £30billion funding gap in the NHS, which is expected in 2021. It explains how the health service needs to change to meet future demand, the actions that are needed and the challenges the health community will face.

The options set out in this document will be for the next Parliament and government to make decisions on but are regarded as a consensus between patient groups, clinicians, local communities and frontline NHS leaders and the shared view of national NHS leadership.

Key features of driver: The document describes options for the future of the NHS, including:

  • A radical upgrade in prevention and public health is needed to save money and help bridge the looming funding gap. This would include a focus on obesity, smoking, alcohol and other major health risks and workplace incentives for employee health
  • Patients would have more control over their care including the establishment of shared budgets combining health and social care and increased support for carers
  • Several new care models are proposed, including Multispecialty Community Providers, Primary and Acute Care Systems of hospitals and GPs combined, Urgent and Emergency Care Services of combined OOH, A&E departments, urgent care, NHS 111 and ambulance services, and more control over midwifery services given to midwives
  • CCGs would have control over more of the NHS budget
  • Increase the number of GPs in training as soon as possible and set out a New Deal to reduce the pressures on GPs
  • Investment in new technologies in health and improve the patient experience of interacting with the NHS
  • Backing diverse solutions to the challenges ahead rather than focusing on national structural reorganisation
  • Improve the ability of the NHS to undertake research and apply innovation and to learn faster from examples of best practice within the UK and internationally
  • A push towards the use of new technologies and becoming paperless, such as NHS accredited health apps, new partnerships with the voluntary sector and industry to support digital inclusion, proposals for electronic prescriptions and train staff to help those unable or unwilling to use new technologies
  • Support to retain and develop existing staff with help from Health Education England, who will assist NHS employers to ensure they have sufficient staff with the right skills for patient care, and identify education and training needs of the existing workforce

Primary audience: All NHS Trusts, local authorities, commissioners and other stakeholders

Impact on library policy/practice: Libraries are in a good position to aid the training and development of potential, new and existing NHS staff to meet the requirements set out in this document. Library staff work with Health Education England already and are familiar with new technologies so would be useful assets to support and contribute to the development of the NHS workforce and implementation of new technologies in health. Libraries also have the skills to support research and innovation in the NHS and have experience in doing so.

Case studies/local service profile examples mapping to this driver: None as of 5th December 2014

Date last updated: 5th December 2014

Due for review: December 2015

Group member responsible: HS

MAPping Professional Collaboration: HLG Newsletter Article

December 4, 2014 Comments Off on MAPping Professional Collaboration: HLG Newsletter Article

Jane Roberts (Steering Group) and Leanne Kendrick (Content Editor) have written an article reflecting on their experiences of presenting at the 2014 Health Libraries Group conference. To read about their views on the challenges and benefits of collaborating on the presentation click here.

KM Stories Reading List

November 26, 2014 Comments Off on KM Stories Reading List

Find out more about how to tell and use stories using the following web sites:

Brophy, P (2004) Narrative-based Librarianship This is a pre-publication version of a paper published in The area of information and social communication: Festschrift for Professor Wanda Pindlova. (Studies in Library and Information Science Vol. 10) Krakow: Jagiellonian University Press, 2004. pp. 188-195.

Brophy, P (2009) Narrative-based Practice: Farnham, Ashgate.

Fuda, P (2014) 6 Principles for Communicating Your Story http://www.peterfuda.com/2014/11/13/6-principles-communicating-story/

Fuda, P (2014) 10 Benefits of Communicating Through Story
http://www.peterfuda.com/2014/11/06/10-benefits-communicating-story/

MindTools (2014) Business Storytelling: Using Stories to Inspire Available at: http://www.mindtools.com/pages/article/BusinessStoryTelling.htm 

HBR Blog Network (2011) The art of purposeful storytelling Available at: http://blogs.hbr.org/2011/03/the-art-of-purposeful-storytel/

HBR Blog Network (2014) The irresistible power of storytelling as a strategic business tool Available at:  http://blogs.hbr.org/2014/03/the-irresistible-power-of-storytelling-as-a-strategic-business-tool/

HBR Blog Network (2014) Using stories to persuade Available at: http://blogs.hbr.org/2011/03/using-stories-as-a-tool-of-per/

HBR Blog Network (2014) How to tell a great story Available at: http://blogs.hbr.org/2014/07/how-to-tell-a-great-story/

NHS Improving Quality (2014) Learning Handbook: Storytelling Available at: http://www.nhsiq.nhs.uk/media/2532602/nhs_iq_-_learning_handbook_-_storytelling.pdf 

Protected: Meeting 16th February 2015

November 21, 2014 Comments Off on Protected: Meeting 16th February 2015

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Protected: Meeting 21st November 2014

November 17, 2014 Comments Off on Protected: Meeting 21st November 2014

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