Institute for Employment Studies | IES evaluation identifies key success factors in supporting adoption of healthcare innovations in the NHS | March 2018
The NHS Innovation Accelerator (NIA) was created to help address the priorities of improving take-up of innovations in the NHS; it was intended to help create conditions and cultural change so that healthcare innovations are adopted faster and more systematically and deliver practical examples for patient and population benefit. The Institute for Employment Studies IES have published a report which outlines the key conditions for success which were identified through the national accelerator.
The report’s key findings are summarised in the infographic, which contains insights on the key conditions for success of the NIA, the barriers to scaling innovations, users’ views and a summary of the NIA in numbers.
Applications for a prestigious science fellowship scheme, aimed at helping female healthcare scientists to improve patient care, access training, and increase women’s access to leadership roles have opened.
The fellowship is aimed at scientists at mid-career level working across the NHS. The scheme offers four places for candidates on a career development programme that includes mentoring, communication and leadership skills training. In conjunction there are also speaking and ambassadorial opportunities via the WISE and The Office of the Chief Scientific Officer’s networks, as well as through attendance at the WISE Conference 2018 and National Chief Scientific Officer’s Conference 2019.
The programme is run with WISE, the campaign for gender balance in science, technology and engineering. Applications close May 13 2018.
The King’s Fund spotlights the work of Liverpool Commissioning Group, responsible for NHS services across the city which is implementing a shared patient record amongst other technology developments; and Essex University Partnership Trust, a community and mental health provider covering one of the largest geographic areas of any single trust. While the Commissioning Group is using technology with the aim of improving residents’ health; Essex University Partnership Trust has been using digital technology to change its service delivery to patients. Each of these areas are using electronic records and enabling staff to access their office facilities through mobile working.
The blog post outlines the difficulties in managing digital change as well as discussing the benefits of implementing digital technology, such as improved patient safety as a result of better information. They conclude there are three key drivers of success in such digital projects
the quality and level of clinical engagement and involvement in project and system design
the belief in your work and involvement at board level
resourcing your support and training correctly.
Neither of the interviewees in the case studies neither found digital change easy, but they outlined that to facilitate these changes there was a need for peer-to-peer communication, clinical leadership and ensuring those at the front line are involved in designing their service.
This report from the National Audit Office examines progress that the Department of Health, NHS England, NHS Improvement and other stakeholders are making in reducing the impact of emergency admissions on acute hospitals.
NHS ‘one stop shop’ for prostate cancer means faster and more accurate diagnosis | NHS England
The NHS is using cutting edge technology to help slash diagnosis times for prostate cancer from six weeks to one day in a world-leading new approach that virtually eliminates the risk of deadly sepsis.
The new scanning and diagnosis method means a ‘one-stop-shop’ for suspected prostate cancer, the most common cancer in men in the UK, with over 40,000 new cases diagnosed every year.
The NHS is determined to cut the mortality rate for prostate cancer in the same way that has seen breast cancer rates decline by 10%.
The usual process is an MRI scan followed by a biopsy where around a dozen samples may have to be taken with a needle through the rectum, in order to locate suspect growths on the prostate.
Under the new ‘rapid pathway’ approach, which is being developed in three hospitals across West London, men have a scan, get their results and can have any necessary biopsy, using new FUSION technology, in one day, rather than multiple outpatient visits over four to six weeks.
This briefing looks at what the vanguards have been doing to improve the way people experience and interact with health and care services, and shares the lessons that other organisations and partnerships can take from the vanguards’ experiences | NHS Providers
This final briefing in the Learning from the new care models series highlights how the vanguards are improving the experiences of people using services and their families.
The briefing looks at the work of the vanguards in the following areas:
Coordinating care around peoples’ needs
Ensuring people receive high-quality care wherever they are
Specialist care closer to home
Reducing the need to travel
Directing people to the right care, faster
Supporting people to manage long-term conditions
Supporting people to develop self-confidence
Tailoring care for people with the greatest needs
Making access to urgent care as simple as possible
Promoting health and wellbeing among people and communities
Helping people connect
Supporting carers to stay well
Working with people to design services that work for them
Ensuring patient safety through control of workload and demand management in general practice | The British Medical Association (BMA)
General practice in England has seen consultation rates soar by nearly 14 per cent between 2007 and 2014, while the 12 months between 2016-17 saw the total number of full-time equivalent GPs fall by 3.4 per cent.
The BMA suggest that this increase in workload is because of growing patient need (complex multi-morbidity) as well as a result of the widespread recruitment and retention crisis and a lack of long-term investment in general practice. It is argued that the issue of GP workload must be addressed urgently.
This document seeks to address the current challenges in primary care. It sets out a strategy aimed at improving safety and quality of patient care by recommending the development of agreed workload limits at a local level supported by national guidance.