This report highlights how the role of nurses on a CCG’s governing body has changed over time, empowering them to make more of a difference for their local patients and populations.
It reveals how many CCGs are now employing full time chief or executive nurses with responsibility for the day-to-day running of an element of the organisation, going beyond the legal requirement for a registered nurse to sit on their governing body.
The report illustrates the impact that commissioning nurses are making locally, such as reducing rates of smoking in pregnancy, providing a voice for practice nurses and leading local service development. It also makes recommendations for national organisations and CCGs themselves on how they can support the commissioning nurse to be as effective as possible.
NHS Improvement has published examples of seven day services working in the NHS and how these have benefitted patients, with a view to supporting all trusts to meet the four standards identified as being ‘must do’ by 2020 in order to achieve the 7-day service standards.
Q is a diverse and growing network of people, with experience and understanding of improvement, committed to improving the quality of health and care across the UK. This report looks at the first year of the Q initiative and the extensive co-design process used to create it. It identifies lessons for anyone seeking to support improvement work across organisations or through networks, as well as those engaged in designing initiatives with many diverse stakeholders. It draws on a variety of sources including the independent real-time evaluation of Q undertaken by RAND Europe.
Raine R, Fitzpatrick R, Barratt H, Bevan G, Black N, Boaden R, et al. Challenges, solutions and future directions in the evaluation of service innovations in health care and public health. Health Serv Deliv Res 2016;4(16)
Policies and interventions in the health care system may have a wide range of effects on multiple patient outcomes and operate through many clinical processes. This presents a challenge for their evaluation, especially when the effect on any one patient is small. This essay explores the nature of the health care system and discuss how the empirical evidence produced within it relates to the underlying processes governing patient outcomes.
The National Audit Office has published Discharging older patients from hospital. The report finds that the health and social care system’s management of discharging older patients from hospital does not represent value for money. The spending watchdog estimates that the gross annual cost to the NHS of treating older patients in hospital who no longer need to receive acute clinical care is in the region of £820 million. The report highlights that, while some efforts to rectify the situation have been made, an ageing population and an increase in older people being admitted to hospital requires there to be a step change in performance to resolve the problem.
This five-year strategy sets out CQC’s vision and ambitions for a more targeted, responsive and collaborative approach to regulation so that more people receive high-quality care. It describes how CQC will combine learning from 22,000 comprehensive inspections with better use of intelligence from the public, providers and partners in order to focus inspections more tightly to where people may be at risk of poor care. The new strategy also aims to encourage services to innovate and collaborate to drive improvement.