Tag Archives: National policy

National Information Board – Patient Carers and Service User Vision

Policy Briefing aimed at healthcare professionals is available for LKS staff to share in their own organisations. This has been produced and shared by the JET Library, Mid Cheshire Hospitals NHS Foundation Trust. Please feel free to reproduce it (with acknowledgement to JET Library) for your own purposes.

Impact on library policy/practice: 

These plans do not directly apply to libraries, but some of the vision has implications for information libraries may wish to make available through their activities for providing information to patients or the public; or to NHS /social care staff that need to know of or share this information with the public and patients.

As these plans are intended for local development and implementation – which aspects of the plans are developed will vary from one place to another.

If locally the plans are taken forward to highlight access to good quality information online via NHS Choices, or for the NHS to help patients understand what mobile apps and wearable devices for tracking/monitoring their health can be safely trusted – libraries may wish to include this information their provision/signposting of information to the public and patients.

If organisations focus on the implementation of more telehealth or telemedicine solutions for providing service to patients or for the sharing of patient data, test results and information between organisations e.g. hospital and GP, there may be an interest in resources around these topics from staff to raise their awareness of these technologies and see what good/existing practice is already in place.

Source: National Information Board

Link to main document: https://www.gov.uk/government/publications/personalised-health-and-care-2020-service-user-vision

Supporting documentation: The Clinical version: Information and Digital Technologies Clinical Requirements 2020 http://www.aomrc.org.uk/publications/reports-guidance/information-digital-technologies-clinical-requirements-2020/

 Publication format: PDF

 Date of publication: October 2017

Summary of driver: Patient Carers and Service User Vision: Personalised Health and Care 2020.

This vision document states what the Government’s and national health and care organisations’ current digital technology programmes will enable health and social care services to deliver for people in England; through improved use of information technology.

These plans are to be implemented locally, with local decision making, so how they are achieved may different from one area to another. The plans may mean doing things differently, doing new things or just doing existing things better.

Key features of driver:

  • It will be easier to find reliable online information and advice to maintain fitness and wellbeing
  • Online support through NHS 111 will help people if they have a health problem
  • NHS 111 will signpost people to the right help
  • It will be easier to find information at nhs.uk
  • The NHS will help people understand which apps they can trust
  • People will be able to link information from wearable and devices to their own health records
  • There will be free wi-fi in all NHS premises
  • People will be able to book and change appointments online
  • People will be able to track their test results online
  • People will be able to talk to their doctors via phone or Skype
  • GPs will be able to use remote consultation more quickly and easily
  • GP and hospital systems will link up more effectively
  • Children’s red books will become electronic
  • People will have a choice about where, when and how medicines are delivered
  • The accuracy of prescriptions will be improved
  • Test results will be available more quickly and easily
  • It will be easier for different health-care teams to work together
  • It will be easier to find out what social care support people are eligible for and how to access it
  • Carers will find it easier to get hold of the information and support they need
  • Data from gene testing will be linked to other information and analysed in new research hubs
  • Health and care services will have more reliable, joined-up and secure systems

 Primary audience: Public, NHS and social care organisations.

 Date last updated: November 2017

 Due for review: November 2018

 Group member responsible: FG

 

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NHS Operational Planning and Contracting Guidance

Link to main document:

Publication format:  PDF

Date of publication: 22/09/2016

Summary of driver: This document outlines how NHS operational planning and contractual processes will change to support Sustainability and Transformation Plans (STPs) and the “financial reset”. STPs are a different way of working and are seen as the way forward with partnership behaviours and reducing silo working.

Key features of driver:

  • Streamlining of the annual round of NHS planning and contracting.
  • Move away from annual contracts towards two year contracts as default
  • Priorities and performance assessment – lists nine “must do” priorities, originally listed in 2016/17 and will remain in place for 2017/18 and 2018/19.  These must be delivered within the financial resources available each year
  • Developing operational plans and agreeing contracts for 2017-19
  • Finance and business rules – submission of local finance plans illustrating achievement  financial balance within available resources
  • Specialised services and other direct commissioning- new framework enabling STPs to contribute specialised care to population based health services and outcomes
  • Commissioning in the evolving system – continued evolvement of CCG ‘s role
  • System-wide set of changes in order to ensure NHS can deliver the right care in the right place with optimal value
  • Working with local government/patients/communities and creating wider partnerships with the third sector

List of annexes to support guidance.

  • Annex 1 – The Government’s Mandate to NHS England 2020 goals
  • Annex 2 – The CCG Improvement and Assessment Framework
  • Annex 3 – NHS Improvement Single Oversight Framework
  • Annex 4 – October Guidance on STPs
  • Annex 5 – NHS England and NHS Improvement approach to establishing shared financial control totals
  • Annex 6 – General Practice Forward View Planning requirements
  • Annex 7 – Cancer services transformation planning requirements
  • Annex 8 – Mental health transformation planning requirements

Primary audience: NHS/healthcare senior management, local government, third agency staff, public health staff, commissioners.

Impact on library policy/practice:

  • LKS already work collaboratively across boundaries- opportunities to expand and push to national as well as show in-house how collaborative and partnership working can benefit organisations. Initiative in working closer with LKS colleagues in relevant STP footprint
  • Opportunities to create and strengthen links with CCGs’ as their role evolves and increase
  • Support the Government’s Mandate to NHS England 2020 goals for the NHS to be the world’s largest learning organisation via the provision of resources to enable staff to deliver the required recommendations
  • Support/ provide evidence requests for information on service reconfiguration/collaboration, operational topics / efficiency savings

Date last updated: November 2016

Due for review:  November 2017

Group member responsible: LK

10 big questions for STPs. One big question for LKS

Source:  Knowledge for Healthcare blog post by Imrana Ghumra and Sue Lacey Bryant

Link to main document:  

Publication format:  Blog post (Knowledge for Healthcare)

Date of publication: 12th May 2016

Summary of driver:

This blog post discusses the Sustainability Transformation Plan (STP) as outlined in the NHS Five Year Forward View Shared Planning Guidance.

STPs will be the driver for change and transformation in healthcare between 2016-2021. Priorities and requirements have been rounded up into ’10 big questions’.

Links to relevant information such as the 44 STP footprints, a more detailed briefing of the ’10 big questions’ and an introductory presentation and action planning grid are embedded in the blog post.

The post rounds up with one BIG question for LKS- how can we help?

Key features of driver:

Local Workforce Action Boards (LWABs) have been set up and  are responsible for delivering 4 key pieces of work, starting with an action plan that covers the ’10 big questions for STPs’ which as listed below.

  • How are you going to prevent ill health and moderate demand for healthcare?
  • How are you engaging patients, communities and NHS staff?
  • How will you support, invest in and improve general practice?
  • How will you implement new care models that address local challenges?
  • How will you achieve and maintain performance against core standards?
  • How will you achieve our 2020 ambitions on key clinical priorities?
  • How will you improve quality and safety?
  • How will you deploy technology to accelerate change?
  • How will you develop the workforce you need to deliver?
  • How will you achieve and maintain financial balance?.

Primary audience:  All healthcare and NHS senior management, all NHS staff, local government, Health Education England, DoH.

Impact on library policy/practice:

  • The opportunity to link in with senior management and highlight their information needs and find out what information people need to move forward with their STP.
  • Ideal opportunity to promote time saving resources such as current awareness and LKS evidence searches.
  • Possibility of collaborative purchasing opportunities with other LKS both within and outside relevant STP footprint for resources purchasing to deliver financial savings and fitting in with Knowledge for Healthcare.
  • Once STP is finalised continue to maintain and feed new relationships with senior management and LKS colleagues.
  • Opportunities to showcase how LKS can support  innovation and change, such as  knowledge management skills and running simple KM events to encourage knowledge sharing, e.g randomised coffee trials and knowledge cafes
  • LKS can be an information hub on STPs for patients/carers on site, as well as connecting with public library colleagues.
  • Possible provision of LKS for the Local Workforce Action Boards.

Date last updated: May 2016

Due for review: May 2017

Group member responsible: LK

 

The Five Year Forward View for Mental Health

Source: A report from the independent Mental Health Taskforce to the NHS in England

Link to main document

Publication format: pdf

Date of publication: February 2016

Summary of driver: The independent Mental Health Taskforce outlines the 10 year journey for transformation of NHS mental health services placing the experience of people with mental health problems at the heart of it. 20,000+ people outlined the changes they wanted to see and their priorities are prevention, access, integration, quality and a positive experience of care. Their voices are quoted in this report and their views are reflected in the recommendations.

Key features of driver: This document sets out the vision for developing new models of mental health services over the coming years and makes recommendations for the following areas:

  • Getting the Foundations right: commissioning for prevention & quality care
  • Good quality care for all 7 days a week
  • Innovation & research to drive change
  • Strengthening the workforce
  • A transparency and data revolution
  • Incentives, levers and payment
  • Fair regulation & inspection
  • Leadership inside the NHS, across government and in wider society

Primary audience: mental health teams, providers and commissioners

Impact on library policy/practice: Can inform current awareness and evidence searches

Date last updated: February 2016

Due for review: 19th February 2017

Group member responsible: Tracey Pratchett

Implementing the NHS five year forward view: aligning policies with the plan

Source:  Link to main document: http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/implementing-the-nhs-five-year-forward-view-kingsfund-feb15.pdf

Publication format:  PDF (36 pages)

Date of publication: February 2015

Summary of driver: This is the implementation plan for the NHS Five Year Forward View, which was published October 2014 and proposes major change within the NHS over a five year timeframe. The implementation plan describes why the changes need to be made, makes practical proposals to remove barriers to healthcare and how the new implementation models can be supported. The report highlights the levels of funding required to meet this vision and the need for the NHS to have high-quality and consistent leadership.

Key features of driver:

The document lists four key drivers, each with recommendations for action and finishes with a summary of recommendations

How services are commissioned and paid for

  • Innovations in commissioning and contracting – NHS commissioners to be supported by national bodies in order to achieve this
  • Importance of investing in the development of system leaders
  • Development of federation/networks/super partnerships (multispecialty community provider) to enable general practices to deliver a wider range of services
  • Provision of proactive care in the community
  • Integrated commissioning- combining CCG and NHS England funding
  • NHS commissioners to work with interested general practices as pilot MCPs.
  • Formation of primary and acute care systems- single organisations to provide NHS services (GP/hospital/mental health/community care) running as virtual or physical organisations
  • Innovation in payment systems- capitated budgets/pooled budgets/integrated personal commissioning

How the NHS is regulated

  • Improvements in quality of health and social care- CQC to survey patients and service users
  • Whole-system intervention regime to support challenged health economies
  • NHS England and Monitor should review current rules on procurement and tendering to enable creation of new care models
  • Opportunity for local areas to have access to central legal advice

How improvements in care are delivered by local leaders

  • Development of leaders at all levels in the NHS
  • Providing all NHS staff with the skills and support requires to improve patient care
  • Every NHS organisation to take responsibility for the development of leaders and providing staff with skills in quality improvement
  • National bodies to develop explicit strategy for quality improvement
  • Currently most NHS leaders are organisational leaders and the Five Year Forward View is aligned with system leaders
  • Provider leadership- outlined in the Dalton review

How might a transformation fund contribute?

  • King’s Fund has argued for a transformation fun d to help provide financial support through change
  • Prime role is for transformation fun to pump-prime new care models whilst existing models are decommissioned
  • Important to recognise that some health economies may gain, some may lose and new organisations may be created
  • Looking to how mental health moved from hospital care to community services and lessons learned

Where next?

  • Care models set out in the Five Year Forward View are a starting point and not the end of the story
  • Commitment to real-time evaluation and learning
  • Creation of vanguard sites to fast-track new care models
  • Imbalance between the opportunities offered by the Five Year Forward View and the current situation of financial deficits/A&E pressures/waiting time performance
  • National bodies have the responsibility to reinforce the idea that the delivery of the Five Year Forward View is as important an operational performance

Primary audience: NHS England, NHS Commissioners, NHS Providers

Impact on library policy/practice:

None of drivers are specifically aimed at libraries but there opportunities for libraries.

  • The recommendation for ‘Leadership and improvement expertise’ when referring to the NHS becoming a learning organisation states ‘national support for improvement being provided through small teams of credible experts’. We are the credible experts in our field (p20).
  • Vision of NHS becoming a learning organisation (as outlined in Berwick report 2013) is a great opportunity to expand and promote our skill sets and services (p20).
  • Providing all NHS staff with the resources required to update their skills – literature search training/critical appraisal training/how to access information online, I order to improve patient care.
  • Undertake literature searches on the relevant subjects and promote current awareness on leadership and community topics.
  • Possibility of keeping GPs engaged with library and knowledge services.

 

Date last updated: February 2015

Due for review:  December 2016

Group member responsible: LK

A Manifesto for Better Mental Health

Title of driver: A Manifesto for Better Mental Health

Source:  The Mental Health Policy Group.       (Rethink Mental Illness, Centre for Mental Health, Mental Health Foundation, Mental Health Network, Mind and the Royal College of Psychiatrists)

Link to main document:  Follow this link to view the pdf https://www.mind.org.uk/media/1113989/a-manifesto-for-better-mental-health.pdf

(MIND also has pages with links to the full text, a summary and some background information).

Publication format: PDF

Date of publication: August 2014

Summary of driver:

The manifesto is a call to any future government to prioritise mental health; and to commit to and work towards improvements to the provision of mental health services.

The manifesto focuses on five main areas with several suggested improvements and commitments for each.

Key features of driver:

The five areas the manifesto focuses on are:

  • Funding for mental health.
  • Mental health services for children.
  • Improving the physical health care of people with mental health conditions.
  • Improving the lives of those with mental health conditions.
  • Improving access to mental healthcare services.

Within these area there calls for action around:

  • Increasing funding so improvements can be implemented; and basing funding decisions on their impact on the delivery of mental and physical health services.
  • Women’s access to mental health services during and post pregnancy.
  • Mental health being part of the school curriculum.
  • Training school nurses and teachers about mental health.
  • Continued funding for evidence-based parenting programmes.
  • Reducing avoidable deaths amongst those with mental health conditions
  • Ensuing doctors monitor the physical health of people with mental health conditions.
  • Applying the reduction of smoking targets equally to people with mental health problems – reducing the risks to their physical health.
  • The Time to Change programme
  • Combining employment support and health support for unemployed people with mental health conditions.
  • Implementing maximum waiting times for mental health services.
  • Crisis care and the Crisis Care Condordat.
  • A national network of liaison and diversion mental health services, to work with the police and the courts.

Primary audience: Politicians, in the run up to the 2015 general election.

Impact on library policy/practice: No immediate direct impact on libraries identified.

If these ideas are taken up by a future government, there may in an increased interest in evidence-based information around the topics and service developments suggested.

This could influence the topics which libraries receive literature search and current awareness service requests for. This may also require collection development around these topics and to support strategy development.

Date last updated: October 2017

Due for review: October 2018

Group member responsible: FG

Transforming Primary Care: Safe, Proactive, Personalised Care for Those Who Need it Most

Title of driver: Transforming Primary Care: Safe, Proactive, Personalised Care for Those Who Need it Most

Source: Department of Health and NHS England

Link to main document 

Publication format: PDF

Date of publication: April 2014

Summary of driver: 

‘Transforming Primary Care’ sets out plans to improve primary care services for older people and those with long-term conditions, providing personalised and pro-active care.

All people aged 75 and over will have a named GP, and services will be coordinated around the patient by improved communication with different teams e.g. A&E, care homes, mental health etc.

From September 2014, the Proactive Care Programme plans to offer 800,000 people with the most complex needs a personalised programme of care and support by their GP. Patients will also be supported to take control of their own care through technology. The Better Care Fund will support the integration of health and care services.

By 2020 an additional 10,000 primary and community health and care professionals will be in place to support the shift in care, and some of this be through return to practice programmes.

There will be better recognition of the role of carers, and the Care Bill will make it mandatory for local authorities to assess their needs for support.

There will be a revised training programme for GPs, to include an emphasis on working in teams, and care of older people. Post-graduate training for nurses working will older people will be developed, and Care Certificates will be introduced for health care assistants and social care support workers.

Key features of driver:

  • More focus on out-of-hospital care
  • Better integration of primary and community health services, acute care, mental health and social care
  • Increased training and education to support the needs of the elderly and those with complex health needs

Primary audience: Commissioners, primary and community practitioners, Health Education England

Impact on library policy/practice: 

As staff move across traditional boundaries, there needs to be recognition of the need to fund libraries to support staff working in or across all the relevant organisations, including social care.

There could be impacts on funding from the acute sector if there is a major shift to primary and community care.

There may be opportunities to market ourselves as being able to support primary and community staff undergoing training to support older people and those with complex needs, and also to support healthcare assistants and support workers undertaking the Care Certificate.

If we are to increase the level of service we provide to staff working off-site, we may need to look at how these services are delivered, such as using the changes in copyright law to make requesting articles easier. We also to consider whether technology can help us deliver services remotely, for example using screen sharing software to provide assistance accessing online resources, or increasing the availability of ebooks that can be downloaded to mobile devices.

Date last updated: June 2014

Due for review: June 2015

Group member responsible: JC