Evolution’s Post

⭐ Did you know that by simply clicking here: https://lnkd.in/eEZCJERf you have access to the highly recommended and evaluated 'E-Learning Foundations of Care Care training'? This has been written and developed by the pre-registration workstream in #ACCEND and lead by Julie Armoogum and free for all. 🚀 Now I have given you that good news, can I please ask you for some support? 🎙️ We’re calling on health and care professionals – support workers, nursing associates, registered nurses, AHPs, psychologists, and pharmacists – who care for people affected by cancer to participate in the ACCEND Workforce Survey. Click here: https://lnkd.in/eN_wPdj6 to take part or simply scan the QR code below 🔍 Why take part? ✅ Influence the design of future education and training programs ✅ Help identify workforce needs and trends ✅ Contribute to planning that improves patient care ⏱️ The survey takes just 15 minutes, is completely anonymous, and your input will help shape meaningful, national impact. We’re working in partnership with NHS England and Macmillan Cancer Support, with Cheshire and Merseyside Cancer Alliance leading this vital work package. 📣 Spread the word! Share this with your colleagues and networks to ensure every voice is heard. Together, let’s build a stronger, more skilled cancer care workforce. #ACCEND #CancerCare #WorkforceDevelopment #NHS #Leadership June Davis Kerry Mills Ben C. Prof Vanessa T. Verna Lavender Suzanne Lilley Molly Pipping Jack Quinn Khandker Manzoor BSc Professor Richard Griffin MBE Julie Armoogum Jo Tibbles Chaithali Salil Maggie Tween Mark Foulkes Ruth Hammond Jon Hayes Tracey Wright The Clatterbridge Cancer Centre NHS Foundation Trust NHS University Hospitals of Liverpool Group Wirral University Teaching Hospital NHS Foundation Trust

Today was a challenging day at the cancer clinic. Informing patients about difficult diagnoses and treatment options is tough, especially with cases like a single mother of a teenager in terminal stage 4 cancer. Dealing with passive-aggressive family members of end-stage patients adds another layer of complexity. It's crucial not to take these attacks personally, but everyone has limits. Physician burnout is a real issue, often aggravated by systemic inefficiencies like appointment mix-ups or delays in test results. The NHS is a great system, but there is definite room for improvement. One solution could be establishing an NHS academy to train administrative staff comprehensively before they take on crucial roles like care coordinators and service managers. Simply appointing individuals and expecting them to learn on the job isn't sustainable. Investing in proper training could prevent high turnover rates and ensure competent staff in key positions. To fix the NHS, focusing on enhancing administration at all levels seems like a key step forward. From bottom to the top! #geekygynaecologist

Other observations underline the crucial need for a well-trained administrative workforce within the NHS: - While the clinical workforce undergoes extensive training and is regulated by bodies like GMC and NMC, why shouldn't administrators follow a similar path? - In the NHS, the career progression for management roles differs significantly from private organizations, where performance-based advancements are common. To enhance the efficiency of the NHS and elevate its service quality, I recommend implementing formal training programs, such as bespoke diploma or certificate courses, as prerequisites for all NHS applicants. Collaborating with universities to offer these courses at government-funded places can ensure candidates repay the costs gradually upon employment. #geekygynaecologist emphasizes the importance of professional development in achieving excellence within healthcare administration.

A story on Conifer's Personal Health Nurses making a difference with transition of care and medication reconciliation. According to World Health Organization data, medication errors cause at least one death every day in the U.S. Please see the quick read below. Contact me if you'd like to learn more about our medical management services including Case Management, Utilization Management, and our Personal Health Management services.

This year CCH celebrated 20 Years of Integrated Care and One Shared Vision: Exceptional Care. Always. Throughout the year, we've been sharing stories and highlights from the past two decades, reflecting on our journey of providing consolidated acute care and community services to Cornwall, SDG, and Akwesasne. A pivotal moment occurred in early 2021 when Ontario Health officially designated CCH as a District Stroke Centre in the Champlain Region. This designation positioned CCH as the central hub for patients in Eastern Champlain requiring stroke care. The achievement was the result of several clinical milestones, including becoming a tele-stroke site in 2010 and implementing top-notch acute care practices such as the Stroke Prevention Clinic. In 2022, CCH built on these achievements with the opening of a dedicated Acute Stroke Unit with 10 designated beds for patients with an acute stroke diagnosis requiring hospital admission. The unit is staffed by a specially trained, multidisciplinary team of doctors, nurses, therapists, and others, who work with stroke patients and their families to determine the next steps for recovery. In 2023, CCH announced it was now administering a new cutting-edge clot-busting medication to treat acute ischemic stroke patients called Tenecteplase (TNK), a faster acting, more effective and safer alternative to the traditional clot dissolving drug tPA. This innovation marked an important leap forward for stroke care in the community and was possible because of the hospital’s District Stroke Centre Designation. #ICARE #ExceptionalCareAlways #Celebrating20Years

Bundled payments for clinical episodes have not consistently led to meaningful savings or quality improvements. I personally think we've seen more savings with reference payments, but payers have not pushed hospitals and systems in that direction. Here's an excerpt of a recent New England Journal of Medicine editorial outlining the challenges facing Medicare's newest iteration of bundled payments for hospitals (Transforming Episode Accountability Model [TEAM]) for lower-extremity joint replacements, hip and femur fractures, spinal fusions, coronary-artery bypass graft procedures, and bowel procedures: "CMS could consider providing hospitals in TEAM with individualized target prices based on each hospital’s historical spending, a precedent set in the BPCI-A [Bundled Payments for Care Improvement–Advanced, an earlier iteration of bundled payments] program. This approach could encourage spending reductions at all hospitals and would obviate the need for complex risk adjustment, since spending performance wouldn’t be compared among hospitals. BPCI-A stands out as the only payment model that doesn’t compare performance among hospitals and the only model that doesn’t disproportionately penalize safety-net hospitals. [..] Despite being branded as alternative payment models, bundled-payment programs are built on fee-for-service systems that discourage spending reductions. Hospitals in bundled-payment programs tend to lower per-episode spending by reducing utilization of services not at their own site, which would cause them to forgo fee-for-service revenue, but at postacute care sites, such as skilled nursing and inpatient rehabilitation facilities. This practice is concerning. Large reductions in utilization of and revenue for postacute care facilities during the Covid-19 pandemic and because of payment denials in Medicare Advantage have resulted in staffing cuts and facility closures. Further reducing postacute care utilization could exacerbate these disruptions and strain critical components of the postacute and long-term care systems. Decreasing utilization of postacute care has also had important societal ramifications, including a shift in the burden of providing care from Medicare-reimbursed facilities to nonreimbursed caregivers — most often family and friends — at home. Physicians and policymakers might reasonably question the role of bundled payments in the broader payment landscape, especially given that such models have led to net financial losses for CMS, have disproportionately penalized safety-net hospitals, and haven’t improved clinical outcomes, all while generating small reductions in spending on postacute care at the expense of nonreimbursed caregivers."

Exciting news from RTP, NC! UNC Health and Duke Health are joining forces to build NC Children's, a comprehensive children's healthcare system with the state's first freestanding children's hospital. This unprecedented partnership promises to be a game-changer, not just for pediatric care, but also for how healthcare organizations can collaborate to conquer the complexities of care delivery, leveraging finite clinical staff and cutting-edge technology to optimize outcomes. https://bit.ly/4aAFNtu

I’ve always been fascinated by mission statements. Theoretically, these few sentences should define to the outside world why an organization exists. It should be unique and realistic, but representative of the impact the organization is intended to have on their constituency. It should tell you what would be missing if they suddenly popped out of existence. I think this is a great example of such a mission statement doing just that: The mission of St. Jude Children’s Research Hospital is to advance cures, and means of prevention, for pediatric catastrophic diseases through research and treatment. Consistent with the vision of our founder Danny Thomas, no child is denied treatment based on race, religion or a family's ability to pay. You can’t read that statement and not know what they do, who they serve and what would be missing if they didn't exist. Just for fun, see if you can connect the following mission statements (A-H) with the organizations they represent (1-8). Can you tell who they serve and what differentiates them? 1. Providence Health & Services 2. Trinity Health 3. HCA Healthcare 4. Optum 5. New York-Presbyterian Hospital Westchester 6. Kaiser Permanente 7. UC Health (University of Colorado) 8. Mayo Clinic A) We improve lives. In big ways through learning, healing and discovery. In small, personal ways through human connection. But in all ways, we improve lives. B) We, ________, serve together in the spirit of the Gospel as a compassionate and transforming healing presence within our communities. C) ________ exists to provide high-quality, affordable health care services and to improve the health of our members and the communities we serve. D) It must be known, owned and energized by all. _________ mission is to provide caring, high quality, fiscally responsible healthcare services that meet the needs and expectations of the communities we serve. E) At _________, we put our patients first and affirm the unique worth of each individual. Exceptional healthcare is built on a foundation of inclusion, compassion and respect for our patients and for each other. F) As expressions of God’s healing love, witnessed through the ministry of Jesus, we are steadfast in serving all, especially those who are poor and vulnerable. G) To inspire hope and contribute to health and well-being by providing the best care to every patient through integrated clinical practice, education and research. H) help people live healthier lives and improve the health system for everyone. Answers below... (A-7, B-2, C-6, D-5, E-3, F-1, G-8, H-4)

😇 Reflections of the week - think we are quick to share the negatives, so lets share the positives! My week has been a good one because: - Supported and was involved in the collaboration between NHS Norfolk and Waveney Integrated Care Board (ICB) / Diabetes UK / Royal College of Nursing - Company in supporting the living with diabetes patient event, showcasing my work and roles - Completion of NHS Clinical Leaders Network theory and recognising truly that leadership does not come from a title (looking forward to working with them more as a member to promote primary care leadership) - Attending finally some face to face training with Eden (Effective Diabetes Education Now) and improving confidence across the region for injectable therapies Makes me energised for another week - now I know not all people may be feeling this within their roles this week, but remember - positivity creates opportunity, a quote I heard this week 'we are the CEO of our own lives' - lets own it! ✍ 🙌 #nurse #nursepractitioner #rgn #london #royalcollege #nurselead #nurseprofessional #professional #uklead #uk #healthcare #longtermconditions #leadership #teamwork #nurselife #nurseblogger #nurseoflinkedin #diabetes #generalpractice #primarycare #iamanurse #newleader #cancer #diabetes

We are dedicated to revolutionizing patient care through innovative solutions that enhance clinical outcomes and streamline clinician workflows. In this blog post we explore how our technology is transforming how clinicians manage stroke care in the emergency department. We dive into: The critical importance of timely and efficient stroke care. How our technology supports clinicians in making rapid, informed decisions. Real-world impacts on patient outcomes and healthcare costs. With stroke being one of the leading causes of death and disability, improving the speed and accuracy at which clinician can provide care in the emergency department can save lives and reduce long-term disabilities. Our software provide ED teams with the information they need to deliver high-quality care swiftly and effectively. Join us in this journey to transform stroke care and improve patient outcomes. Read the article to learn more about our game-changing solution and how it is making a difference in emergency departments across the country. #HealthcareInnovation #StrokeCare #EmergencyMedicine #ClinicalOutcomes #DecisioHealth