Taking The Value-Based Agenda Forward: The Five Essential Components Of Value-Based Approaches To Health And Care

NHS Confederation, June 2018

NHS Confederation report that explores how the adoption of value-based healthcare could be spread across all parts of the healthcare system, maximising the benefits for those who use NHS and wider services. It also explores the central challenge of how value-based healthcare is taken to the next stage and embedded across the whole system. Five key characteristics are identified:

  • Learning and adapting through innovation
  • Managing risk
  • Making best use of data
  • Thinking about pathways across the whole system
  • Listening to patients

Click here to view the full report.


The Sepsis Manual: 4th edition 2017 -2018

The Sepsis Trust, June 2018

Looks at the epidemiology of sepsis finding that while the recording of the number of cases of sepsis has improved and there is a better understanding of its impact on the NHS and society, we still have to estimate figures based on the best available data. Conservative estimates would suggest that we see at least 250,000 cases of sepsis in the UK each year, with at least 46,000 deaths and a direct cost to the NHS of at least £1.5 billion. The authors state that sepsis costs our society as much as £15.6 billion every year. It is highly likely that these numbers are significant under-estimates, since a proportion of the more than 1.5 million patients suffering severe infection in England every year are likely to have uncoded sepsis.

Click here to view the report.

Our Digital Future

Healthier Lancashire And South Cumbria, June 2018

The ‘Our Digital Future’ Strategy outlines a number of shared principles for developing digital solutions between the partners of Healthier Lancashire and South Cumbria, which includes hospital trusts, NHS organisations and Local Authorities. The strategy covers five inter-connected themes to improve our health and care which are:

  • Empowering the person
  • Supporting the frontline
  • Integrating services
  • Managing the system more effectively
  • Creating the future

Click here to view the full report.


Start Well: Stay Well – a model to support new starters: Cambridge University Hospitals NHS Foundation Trust

NHS Employers, June 2018

The Start Well: Stay Well model formalises the approach to meeting, greeting and supporting all new starters. It engages with new starters at various touch points, including on appointment and before they arrive at CUH as part of the on-boarding process. A key feature of the model was employee buddies; the ambition was that all new starters, clinical and non-clinical, would be assigned a buddy on their first day. The theatres teams embraced this approach and installed photo posters in their areas to ensure named buddies were visible to all.  Integral to the model is a hi-5 moment approach, which comprises of a high impact, high energy, high importance contact with staff which can be delivered in five minutes. This is built around five open questions:

  • How are you today?
  • How is your induction going?
  • How are you settling in?
  • How can the team help?
  • How can I help?

Click here to view the full report.

System under strain: Why demand pressures are more than a winter phenomenon

NHS Confederation, June 2018

NHS Confederation report describing ways in which increasing demand in one part of the system can affect the performance of other NHS services elsewhere.  It notes that rising demand is not confided to winter and outlines how some NHS and social care providers have adapted their services to enable patients and service users to access care more efficiently.

Click here to view the full report.

Posted in NHS

Global Future: Our International Health Service

Our Global Future, June 2018

Report that looks at future staffing in the NHS following the Brexit referendum. It identifies that the NHS is finding it increasingly difficult to attract the clinical staff it needs from the EU. The number of EU nurses is already falling, and the proportion of European doctors gaining a licence in the UK has fallen from 25% of the total in 2014 to just 16% in 2017. This is making the NHS increasingly dependent on staff from outside the EU, who are being refused entry into the UK in their hundreds. Without relaxations in those restrictions and a commitment to erecting no new barriers to potential NHS staff from the EU after Brexit, the NHS will be unable to recruit the staff it needs. Key findings are:

  • The number of European nurses in the NHS has fallen since the EU referendum.
  • The proportion of EU/EEA doctors gaining a licence to practice in the UK has fallen from 25% of the total in 2014 to just 16% in 2017.
  • The rate of increase in the number of EU/EEA doctors in the NHS has decreased every year for the last five years.
  • The rate of increase in the number of EU/EEA doctors registered by the GMC in England has decreased every year for the last five years.

Click here to view the full report.

NHS operational productivity: unwarranted variations Mental health services Community health services

NHS Improvement, May 2018

This report from the Carter review has looked at the productivity and efficiency of mental health and community health services. It has done so in the context of the Five Year Forward View and its delivery plan which are clear that these services provide critical support to patients in the most appropriate setting, and assist the better management of mental and physical health conditions.  key findings are:

  • There is significant good practice but there needs to be stronger mechanisms for sharing this between trusts.
  • Workforce productivity is mixed, particularly in services delivered in the community, and NHS Improvement must step up its support for trusts to drive improvements in the engagement, retention and wellbeing of their staff.
  • The Getting It Right First Time (GIRFT) programme should extend its approach to community health and mental health services, and specify more efficient and high quality pathways of care for patients.
  • The use of mobile working and technology to drive efficiency and productivity is inconsistent and poor in many areas.
  • There is scope for trusts to take action across all areas of spend including corporate services, procurement and estates.

Click here to view the full report.