Electronic prescribing and medicines administration systems and safe discharge | Healthcare Safety Investigation Branch
This report examines electronic prescribing and medicines administration (ePMA) systems and highlights that many NHS trusts are taking up this technology as they reduce medication errors, but that incomplete use of e-systems could create further risks to patient safety.
The report sets out recommendations around better information sharing and communication, improving medication messaging and alerts to ensure the safe discharge of patients.
This briefing highlights out how regions have worked together to deliver apprenticeships and maximise the apprenticeship levy | NHS Employers
Apprenticeships can develop and upskill new and existing staff, build career pathways and, when included within workforce planning, can help to address skills shortages across the workforce. The latter is something that more organisations are approaching collaboratively to address skills shortages and increase the amount of apprenticeship levy spent across STPs and ICSs.
This resource would be useful for sustainability and transformation partnerships (STP) or integrated care systems (ICS) leads interested in what other regions are doing, as well as workforce leaders who are looking to work more collaboratively on apprenticeships.
This document sets out questions to consider and some suggested actions that could help expand and improve organisation’s capacity for work placements in a sustainable way | NHS Employers
The NHS Long Term Plan sets out ambitions to increase the number of people in learning placements across the NHS. To meet these ambitions, employers will have to scale up the ability to offer a safe and high-quality learning environment that supports workforce development. Based on conversations with those organisations which have already grown their capacity, this briefing sets out a series questions and actions, under six key areas to help employers reflect on what more they can do to increase placement capacity in a way that is sustainable for their organisation.
Cancer Research UK| October 2019 | International alliance sets bold research ambition to detect the (almost) undetectable
Developing radical new strategies and technologies to detect cancer at its earliest stage is the bold ambition of a new transatlantic research alliance, announced today by Cancer Research UK and partners.
Cancer Research UK is setting out a bold ambition to jump-start this under-explored field of research, collaborating with teams of scientists from across the UK and the US.
Scientists in the Alliance will work together at the forefront of technological innovation to translate research into realistic ways to improve cancer diagnosis, which can be implemented into health systems. Potential areas of research include:
Developing new improved imaging techniques and robotics, to detect early tumours and pre-cancerous lesions
Increasing understanding of how the environment surrounding a tumour influences cancer development
Developing less invasive and simpler detection techniques such as blood, breath and urine tests, which can monitor patients who are at a higher risk of certain cancers
Searching for early stress signals sent out from tumours or surrounding damaged tissue as a new indication of cancer
Looking for early signs of cancer in surrounding tissue and fluids to help diagnose hard to reach tumours
Harnessing the potential of artificial intelligence and big data to look for signs of cancer that are undetectable to humans.
As part of the Cancer Research UK’s early detection strategy, the charity will invest an essential cash injection of up to £40 million over the next five years into ACED. Stanford University and the OHSU Knight Cancer Institute will also significantly invest in the Alliance, taking the total potential contributions to more than £55 million (Source: Cancer Research UK).
Warrington maternity unit is using Facebook instant articles to transform the way they share learning | via Public Health England
This blog article explains how a colleague set up a closed Facebook group for continuous professional development (CPD) to:
communicate to a wider audience
share best practice
signpost educational opportunities
Initially there was a concern that staff would not take to this new method, because it’s something that people use primarily for leisure and downtime. However, the CPD group is an opt-in, which means people can also opt out, adjust their settings to avoid viewing updates or simply scroll past. So far, most staff have joined the CPD group and nobody has opted out. Currently 130 people are in the group.
This briefing presents some ideas on how general practice can continue to be provided as the shortage of GPs becomes chronic | The Nuffield Trust
This briefing combines findings from a workshop with research evidence and specific examples of innovative practice around the country in order to identify generalisable lessons from current innovators and to outline the ways in which national and local policy can support new ways of delivering general practice.
Keep it local
The design and delivery of new forms of general practice should take place at borough and network level so that services can be tailored to local contexts and the needs of practices and local populations.
Invest substantially in change
A significant proportion of the £4.5 billion committed to general practice and primary care by 2020/21 should be set aside and sustained over several years to invest in capital and running costs and staff development.
Maintain realistic expectations about the pace of change that can be expected from a workforce under intense pressure
Ensure that high quality data is generated, collected and analysed
This report demonstrates how – in difficult circumstances – trust leaders and staff are coming up with ideas and solutions to deliver better care | NHS Providers
This is the first in a new publication series to promote the work of NHS trusts and foundation trusts in improving care. This briefing focuses on how trusts have responded to feedback from the Care Quality Commission in a positive and systematic way, encouraging ideas that have made a difference for patients and service users.
The report Providers deliver: better care for patients considers both the leadership approaches and frontline initiatives that underpin improvements in quality. Through 11 case study conversations, it considers some of the frontline work that has contributed to trusts’ improvements in CQC ratings, as well as exploring the role of trust leaders in providing an enabling, supportive environment in which this work has been possible.