NHS plan: The key points from the new 134-page strategy Save Backed by £20.5bn funding, the new 134 page strategy sets out a series of ambitions to save almost 500,000 lives. It sets out what digital means and why it is such an important enabler to achieve our vision of excellent care in the heart of the community. Our community is growing all the time, and as it grows, so do the benefits. Government cannot create communities, but we can foster environments where these links are broadened and deepened. At present, a considerable number of vacancies for nurses within the community are filled by bank and agency workers (, from the Royal College of Nursing (RCN) and Queen’s Nursing Institute (QNI), figures indicate that the number of district nurses working in the NHS in England has slowly declined over the last ten years by almost 43%. Our Digital Strategy shows that digital is a way of thinking and working differently, using data, We will have a healthcare system where we have integrated health and social care, a focus on prevention, participation and supported self-management. Health committee calls for NHS strategy on tackling racism. We will also work in collaboration with public health teams to focus on prevention and to help people in Sussex to stay healthy. More recently and as part of efforts to raise the profile of district nursing, HEE has pledged to grow pre-registration clinical placement capacity, emphasise high-quality learning experiences within community settings and have set aside £18.5 million to support community nurses wishing to take the new specialist practitioner qualification. Their ability to provide chronic care management contributes to palliative care provision and where possible, hospital avoidance. Part of this risk has been a result of unclear guidance, as well as practical issues including a lack of PPE and the impossible task of social distancing in a patient’s home (Green, 2020). Click through to learn more. Their ability to provide chronic care management contributes to palliative care provision and where possible, hospital avoidance. Our Strategy for North Cumbria Health and Care outlines our priorities for the next five years. The uniqueness of their role comes from their ability to also navigate being a professional guest in a patient’s home, as well as boundary spanners integrating wider services and teams (Gilbert, 2016). It will give everyone the best start in life; deliver world-class care for major health problems, such as cancer and heart disease, and help people age well. Page 2 Reader Box Description To set out the Sussex Community NHS Foundation Trust estates strategy and key commercial activities for 2016 to 2020. District nurses are typically responsible for health education; general nursing care, and on occasion responsive clinical care in the community (Maybin et al., 2016). ). Policy and strategy . Government strategy has called for more nursing care to be delivered in the community and in people’s homes (NHS Long Term Plan, 2019). 01 October, 2020 By Megan Ford. At present, a considerable number of vacancies for nurses within the community are filled by bank and agency workers (Interim NHS People Plan, 2019). Our Membership Strategy sets out how we will recruit, engage, support and develop our NHS foundation trust membership. Date published 24th March 2017 Date due for review March 2019 Executive Lead Mike Jennings Deputy Chief Executive Director of Finance and Estates Authors Geoff … The decline in workforce numbers has continued despite the government’s 2018 golden hello of £10,000 to newly qualified district nurses which coincided with the scrapping of nursing bursaries for prospective students. rebuild local service provision to meet the physical, mental and social needs of communities affected by severe economic and social disruption; reset our ambitions for what the health and care system of the future should look like, including its relationship with the public and public services. The Quality Strategy is an approach which aims to put quality right at the heart of NHSScotland. ). © 2020 Sussex Community NHS Foundation TrustBrighton General Hospital, Elm Grove, Brighton BN2 3EW | Tel: 01273 696011, Sitemap | Disclaimer | Privacy Policy | Accessibility | Freedom of Information | Contact Us, New strategy for NHS community services in Sussex, contact the Communications and Engagement Team via email. The views are not a substitute for professional medical advice. The approach identified … Drawn up by those who know the NHS best – frontline health and care staff, patients and their families and other experts – the Long Term Plan is ambitious but realistic. We welcome submissions for consideration. Despite this there appears to exist an implementation gap from policy to practice, one which may not consider front-line capacity, experience or desire. Disclaimer: The views expressed in this commentary represent the views of the authors and not necessarily those of the host institution, the NHS, the NIHR, or the Department of Health and Social Care. To allow for full discussion of the recommendations and the issues raised I have decided to extend the consultation period to sixteen weeks. It is the strength of the links between people, within families, neighbourhoods, workplaces or wider communities, which gives us our sense of belonging and well-being. © BMJ Publishing Group Limited 2020. Community mental health services play a crucial role in delivering mental health care for adults and older adults with severe mental health needs as close to home as possible. This document has not been developed to tell NHS Boards what they must do, but what it does do is provide an approach that was adopted within the Pilot NHS Boards. Sustainable workforce expansion may require exploration into multi-stakeholder perspectives including both frontline workers and those at a leadership and human resource management level. Matt Neligan says: "To meet the demands of our customers we must invest in our staff. to grow pre-registration clinical placement capacity, emphasise high-quality learning experiences within community settings and have set aside £18.5 million to support community nurses wishing to take the new specialist practitioner qualification. The […] Ambitions for hospital discharge. • Recruit and retain a vibrant, representative and active membership for the Trust. Kent Community Health NHS Foundation Trust has a reputation for strong communications and engagement and has spent the past three years building a brand that is trusted by our patients and our partners. Our strategy is aligned with the Scottish Government’s 2020 Vision for health and social care which is that: By 2020 everyone is able to live longer healthier lives at home, or in a homely setting. The NCCMH also drew on expert advice and support from NHS Arm’s Length Body policy leads and other stakeholders. Explains the role of NHS foundation trust board members in developing a clear and well thought out strategy. District nurses’ perceptions of both their role and the way in which they uphold care delivery may differ from other professions in primary or community settings. The most recent iteration of this ambition was the Five year forward view (FYFV) (NHS England, October Our strategy has been created from the comments and suggestions of our staff, volunteers, patients and partners and provides a view of what our patients can expect from us over the next three years. "In a complex and changing environment for health and social care, SCFT has to adapt to ensure that we are equipped to face the challenges of the future. Sussex Community NHS Foundation Trust – Digital Strategy Page 3 Summary This is our first Digital Strategy. However, future efforts to expand the district nursing workforce are likely to be compounded by the covid-19 pandemic. Consequently, the invisibility of their work frequently creates confusion amongst other professions and the public (, Government strategy has called for more nursing care to be delivered in the community and in people’s homes (. To view a PowerPoint summary of the document, click here. Sustainable workforce expansion may require exploration into multi-stakeholder perspectives including both frontline workers and those at a leadership and human resource management level. Siobhan Melia, Chief Executive at SCFT, said: "We are proud to share our strategy with you. The NHS is set to radically overhaul the way MRI, CT and other diagnostic services are delivered for patients, a major report to NHS England recommends today. For example, district nurses operating in a non-clinical environment have been working at heightened risk to themselves, navigating environments that do not have standard infection control management. Sussex Community NHS Foundation Trust (SCFT) has published a three-year strategy setting out how it will deliver excellent care at the heart of the community. Our Interim NHS People plan, developed collaboratively with national leaders and partners, sets a vision for how people working in the NHS will … Communications, Engagement and Patient Experience strategy. PDF; 366 KB; 12 pages; Our objectives are stretching but achievable: we are confident that the healthcare sector will deliver, with our support. SCFT, which provides community services to around 1.3 million people, set out its vision and the values that its teams across the county share. Welsh Therapies Advisory Committee. They are well argued with new insights. This drive is intended to reduce both hospital stays and unplanned admissions. We have published a new strategy designed to ensure we continue to improve services for the benefit of our Island community. During the covid-19 pandemic, coverage has been largely silent on the issue of those working behind the closed doors of a patient’s home. It may also require a necessary questioning of whether the expectations being place upon a profession dwindling in numbers, is setting them up for failure or success. • Ensure STH plays an active part in the local community leading debate about the healthcare it delivers, the strategy for healthcare in Sheffield and South Yorkshire, health promotion and illness prevention. Download the NHS Long Term Plan. Above all, we will listen to the people that use our services and use their feedback to improve what we do.". Sussex Community NHS Foundation Trust (SCFT) has published a three-year strategy setting out how it will deliver excellent care at the heart of the community. Veronika Williams is Director and Associate Professor, School of Nursing, Faculty of Education and Professional Studies, Nipissing University, Canada; Honorary Researcher, Nuffield Department of Primary Care Health Sciences and Associate Senior Tutor, Department of Continuing Education, University of Oxford. Your article should be clear, compelling, and appeal to our international readership of doctors and other health professionals. BMJ Group declaration of interests statement. The National Health Service (Wales) Act 2006 & the Directions to local health boards and NHS trusts in Wales 2009. While the NHS interim people plan and the NHS long term plan both focus on addressing the nursing shortage, recruitment and retention strategies alone may not help to increase or create a sustainable future for district nurse services. We have read and understood the BMJ Group policy on declaration of interests and declare the following interests: BMJ Opinion provides comment and opinion written by The BMJ's international community of readers, authors, and editors. The NHS Long Term Plan was published in January 2019 and we spent the Spring and Summer talking to our partners, staff, patients and community about what they felt was important. Making these implementation pathways clearer, particularly in the post pandemic recovery phase, in terms of raising the profile and working conditions of district nursing may require addressing a number of difficult questions about the profession’s future. Sussex Community NHS Foundation Trust – Estates Strategy 2016 - 2020. Promoting equality and addressing health inequalities are at the heart of NHS England’s values. For example, who is best employing district nurses if they are to work across networks; how will differing perceptions of care be reconciled across services; what does the blurring of primary and community services mean for the accountability and responsibility district nurses are required to uphold? According to a report from the Royal College of Nursing (RCN) and Queen’s Nursing Institute (QNI), figures indicate that the number of district nurses working in the NHS in England has slowly declined over the last ten years by almost 43%. Given that the NHS Long Term Plan indicated that investment in primary medical and community services will grow faster than the overall NHS budget, and allocates a ring-fenced fund of £4.5 billion for this healthcare sector, it is more important than ever that community services have some visibility on the scope and breadth of their offer. Siobhan Melia, Chief Executive at SCFT, said: "We are proud to share our strategy … This explains what patients, partners and the communities that the organisation services can expect from the Trust. This Communication and Implementation Strategy provides a suggested approach each NHS Board could use to successfully implement the revised NHS Scotland National Cleaning Services Specification (NCSS). Interim NHS People Plan. Community diagnostic hubs or ‘one stop shops’ should be created across the country, away from hospitals, so that patients can receive life-saving checks close to their homes. Leading community teams and managing the integration of community and primary care may become a priority as their boundaries become blurred. Download a copy of the document by clicking here. The decline in workforce numbers has continued despite the government’s 2018. to newly qualified district nurses which coincided with the scrapping of nursing bursaries for prospective students. The NHS Long Term Plan will do just that. The NSS Strategy 2019-2024 will support our vision to be integral to a world-leading health and care service. Ruth Abrams is an organisational psychologist researching workforce experiences of organisation, workflow and service delivery within the healthcare sector within the Faculty of Health and Medical Sciences, University of Surrey. The best pieces make a single topical point. Quality Strategy The Healthcare Quality Strategy for NHSScotland. NHS COMMUNITY SERVICES TAKING CENTRE STAGE 8 INTRODUCTION For many years now, successive national NHS policies have stated that community services should play a more central role in the future health and care system than they do at present. NHS National Services Scotland (NSS) provides national infrastructure services and solutions which are integral to the delivery of health and care services in Scotland – locally, regionally and nationally. To meet this aim, district nursing teams are being positioned as crucial to the delivery of the Long Term Plan objectives, and as such they are a specific focus for workforce … Our strategy projects a clear vision of our role and purpose as a provider of NHS community and specialist services and outlines how we can best make a positive difference to the lives of the people we serve and play a full and effective role in the wider health and social care system. To meet this aim, district nursing teams are being positioned as crucial to the delivery of the Long Term Plan objectives, and as such they are a specific focus for workforce expansion plans. It may also require a necessary questioning of whether the expectations being place upon a profession dwindling in numbers, is setting them up for failure or success. The future of district nursing may involve role transformation including greater emphasis on care coordination rather than delivery. Government strategy has called for more nursing care to be delivered in the community and in people’s homes (NHS Long Term Plan, 2019). During the covid-19 pandemic, coverage has been largely silent on the issue of those working behind the closed doors of a patient’s home. The idea is to support and strengthen NHS community services, which currently employ around one-fifth of health service staff and account for 100m patient contacts in … Kamal R. Mahtani is a practising NHS GP, Associate Professor and Co-Director of the Centre for Evidence-Based Medicine, Nuffield Department of Primary Care Health Sciences. The future of district nursing looks set to become embedded among teams of GPs, pharmacists, community paramedics and other allied health professionals (NHS Long Term Plan, 2019). Consequently, the invisibility of their work frequently creates confusion amongst other professions and the public (Maybin et al., 2016; NHS Long Term Plan, 2019). However, future efforts to expand the district nursing workforce are likely to be compounded by the covid-19 pandemic. Quality Strategy STR Page 5 1 Purpose 1.1 The purpose of the quality strategy is to set out the goals for Medway NHS Foundation Trust in providing consistent high-quality care over the next three years and, therefore, delivering our vision and strategic objectives through living NHS Improvement 2020 objectives . All rights reserved. between NHS organisations and local authorities, public health nursing and a new model for community nursing, will lead to much debate. District nurses’ perceptions of both their role and the way in which they uphold care delivery may differ from other professions in primary or community settings. To meet this aim, district nursing teams are being positioned as crucial to the delivery of the Long Term Plan objectives, and as such they are a specific focus for workforce expansion plans. The NHS Long Term Plan is drawn up by frontline staff, patients groups, and national experts to be ambitious but realistic. Welcome to the Isle of Wight NHS Trust Strategy Hub. If you require this document in a different language or format, contact the Communications and Engagement Team via email. We will do this by supporting our employees to apply the highest level of skill to our data and information services. This drive is intended to reduce both hospital stays and unplanned admissions. NHS England, NHS Improvement and the NCCMH are grateful to all who have contributed to the development of this Framework. In this document, we will set out how we will achieve our vision of ‘Excellent Care at the Heart of the Community’. Published 16 October 2014 Last updated 31 October 2014 — see all updates While the NHS interim people plan and the NHS long term plan both focus on addressing the nursing shortage, recruitment and retention strategies alone may not help to increase or create a sustainable future for district nurse services. Community mental health services; Community mental health services . Allied Health Professions (AHP) Framework. The uniqueness of their role comes from their ability to also navigate being a professional guest in a patient’s home, as well as boundary spanners integrating wider services and teams (, ). NHS Digital colleagues are a key audience for the strategy. View the online version of the NHS Long Term Plan. For more information on how to submit, please see our instructions for authors. For example, district nurses operating in a non-clinical environment have been working at heightened risk to themselves, navigating environments that do not have standard infection control management. The NHS Long Term Plan and NHS Mental Health Implementation Plan 2019/20 – 2023/24 set out that the NHS will develop new and integrated models … We further propose that the Quality Strategy provides a basis for NHSScotland to work with community planning partners and the third sector in securing progress towards the Quality Ambitions and the outcomes agreed locally and nationally through the Single Outcome Agreements and the National Performance Framework. The Trust, an employer of 5,000 people, also explained its strategic goals for the next three years. It recognises that patients' experience of the NHS is about more than speedy treatment - it is the quality of care they get that matters most to them. More recently and as part of efforts to raise the profile of district nursing. Part of this risk has been a result of unclear guidance, as well as practical issues including a lack of PPE and the impossible task of social distancing in a patient’s home (, District nurses are typically responsible for health education; general nursing care, and on occasion responsive clinical care in the community (, ). The document also gives some powerful examples of how SCFT already delivers excellent care. West London NHS Trust has developed this strategy to outline our plans for the organisation for the next five years. NHS Assembly. If we look at NHS Improvement’s proposal on oversight for NHS providers this is still apparent: there are 16 indicators of quality of care specifically for acute providers, eight for mental health and four for community health services. The future of district nursing looks set to become embedded among teams of GPs, pharmacists, community paramedics and other allied health professionals (. 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