Angela Helleur

Sheffield Children’s NHS Foundation Trust has successfully gone live with its Electronic Prescribing and Medicines Administration (EPMA) system provided by System C in the Paediatric Critical Care Unit: https://lnkd.in/eRyu4Ziy

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NHS Trusts have made great progress setting strategic commitments for reducing health inequalities - but overcoming the significant barriers that prevent them from turning strategy into action remains a major challenge. To help address this @nhsproviders have reviewed 30 NHS trusts to reveal the key components of a succesful Trust strategy for tackling health inequalities, including: 👤Clear leadership ⚙️System integration ⚖️Measurable outcomes What key components have you identified? Read the full review: https://lnkd.in/eKfFAzcY

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Addressing #healthinequalities is an ongoing NHS priority. But how do you engage with relevant partners across communities? How do you determine the financial cost? And how do you strike the balance between national systems, joint planning, and local knowledge to address them? We cover these questions and more as part of our health inequalities bitesize courses, free to all NHS staff and essential learning to anyone wanting to contribute to the health inequalities agenda. https://okt.to/OMLB1q

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NHS leaders can take urgent action to tackle systemic barriers, improve access, address discrimination, and rebuild trust with underserved communities, says the Patient Association’s Sarah Tilsed. https://lnkd.in/eqKX4jpn

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Addressing health disparities isn’t just about fairness—it’s a strategic imperative. By reducing barriers to care and empowering underserved communities, we create a stronger, more effective NHS that delivers better outcomes for everyone. In her Health Service Journal article, our Head of Partnerships and Involvement, Sarah Tilsed, highlights actionable steps NHS leaders can take to address these systemic issues: 1️⃣ Expand accessibility: bring screening, diagnostic, and treatment facilities closer to underserved communities to reduce travel barriers and improve early diagnosis. 2️⃣ Strengthen patient partnerships: listen to patients’ lived experiences, empower shared decision-making, and rebuild trust through inclusive, person-centered care. 3️⃣ Combat discrimination: implement comprehensive staff training to address racism, unconscious bias, and inequities in care delivery. The NHS has the opportunity to lead with bold action. Let’s work together to ensure equity is at the heart of healthcare.

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We have created a Core20PLUS5 and Hepatitis C brief, as part of a national initiative by NHS England to reduce health inequalities at both national and system levels, for NHS leaders, ICS representatives, Health Inequalities Leads, and other stakeholders. This briefing provides resources, case study examples, and practical steps to tackle health inequalities related to hepatitis C. You can download the brief here - https://orlo.uk/cZ6mt

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Our latest study has implications for all nurses who utilise algorithmic tools, such as early warning systems, in their practice. Although experienced nurses appreciate the support of early warning tools, most value patient safety above the tools and rely on their higher-order thinking. Relying heavily on algorithmic tools risks impeding the development of higher-order thinking. https://lnkd.in/ghPr4zWH

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A national image sharing platform, used by #NHS organisations, patients and others to securely access diagnostic scans and tests, has seen record usage across the country: https://lnkd.in/efJwS5rv #imaging #healthtech #healthcare

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Is the NHS levelling up or levelling down? The Medical Technology Group chair Barbara Harpham discusses the impact of Integrated Care Systems on patient care in the National Health Executive https://lnkd.in/edZ5NDtp #medtech #NHS #patientcare

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It is a great to see, a new CEO championing a new infrastructure of a new build hospital which should improve the patient experience, and in turn contribute towards positive outcomes in well- equipped facilities. From business case to commissioning, a large acute hospital is similar to creating a microcosm town, with all the necessary infrastructure, services, and governance to support a thriving community to provide a high quality of life (or care) for their inhabitants (or patients).The increasing fiscal costs of newly built hospitals, whether in public or private sectors from the cost of the project cycle to operational never stays the same, always increasing due to various factors which leaves no choice for Trust Boards , Investors and Commissioners to fill the fiscal vacuum. It raises various questions, why can we not plan ahead and take bolder decisions. Thirty-three years ago, as a student, my supervisor joked “it takes multiple personnel (5 people+) to change a light bulb in a hospital environment”. In recognition, hospital environments have to comply with stringent health & safety standards, my real time assessment whilst working as a clinician to COO in differing roles, there are too many people involved at different stages directly and indirectly before a bulb is changed, which unfortunately creates multiple avoidable transactions and time lost and is a symptom of  larger systematic issues within hospital operative management systems. In the NHS and corporate healthcare there are real focus on patient flows and outcomes, but less in support services with systematic loss of sight of the cost of the final product. The impact of Covid 19, unrest in Europe, Global IT issues and beyond is a reality check on how creating a circular self-efficient economy on what’s feasible with advanced technologies will benefit hospital management systems across the world. Without taking away the vital support corporate services staffs provide behind the scenes, there has been limited focus on interconnectivity and to be more efficient, provide value for money, be environmentally sustainable and eco-friendly whilst making use of adaptive technology including AI and not seen as a separate entity to provide care. I am yet to hear from one corporate service member of staff in last 33 years that their role is to contribute and support clinicians to provide high quality care in a very cost-effective way. There are pockets of innovations and excellent practices within some corporate areas, to spread these champions requires boldness, risk, and failures. Until Senior leaders notice and  give real autonomy to frontline leadership (both corporate and clinicians) to run their units like their own households, have access to expert advice as and when necessary, support the cultural and behavioural shifts overtime, real time dashboards on each corporate activity cost to the service, the cost of building and running hospitals will not provide VFM.

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Meet our #MentalHealth #Nurses 👩‍⚕️ Watch our video which features our #MentalHealthNurses talk about why they enjoy their challenging roles. If you feel inspired, check out our latest #Nursing Vacancies 👇🏾 https://lnkd.in/eiMCfSGT

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Nurses provided with new training on advance care planning A mental health trust in North West England, Mersey Care NHS Foundation Trust, is seeking to boost the role of its nurses in enabling patients to make advance care plans. #nurse #nurses #nursing #health #healthcare #advancecareplanning #northwest #mentalhealth #NHS #training https://lnkd.in/e26ZfF_P

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Nurses call on government to publish data on corridor care Nursing organisations are among those urging the government to commit to “transparency” around corridor care, by publishing data on the number of incidents taking place across NHS trusts. #nurse #nurses #nursing #health #healthcare #hospital #corridorcare #patientsafety #government #policy https://lnkd.in/eHkamUat

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📣 New blog: Tackling cardiovascular health must be at the heart of shifting NHS care. In this blog, Dr Phil Jennings, Vice Chair of the Network and Chief Executive at Health Innovation North West Coast, discusses why tackling Cardiovascular disease (CVD) is arguably the big-ticket item for delivering on the ambition of a healthier population and economy. Responsible for over 140,000 deaths each year, and with annual healthcare costs reaching £10 billion, with an additional £24 billion burden on the wider economy, tackling Cardiovascular disease presents a significant opportunity to drive the Government's three strategic shifts for the NHS. Read the blog here 🔗 https://lnkd.in/gShk2c-f #CVD #healthinnovation #NHS

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Our new infographic reveals the key benefits along with impact data from three #NHS areas using Consultant Connect to support Urgent Suspected Cancer pathways. Download the infographic ➡️ https://lnkd.in/dcZZD5iU #NHS #UrgentSuspectedCancerPathways #PatientCare #2WW

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The creation of ‘Hampshire and Isle of Wight Healthcare NHS Foundation Trust’ brings together Solent NHS Trust and Southern Health NHS Foundation Trust, as well as the community, mental health and learning disability services previously provided by Isle of Wight NHS Trust, and the Child and Adolescent Mental Health Services previously provided in Hampshire by Sussex Partnership NHS Foundation Trust. Bringing these services together into one organisation enables the Trust to deliver benefits to patients including improving access to care, reducing duplication and resolving unnecessary differences in practice and outcomes in order to provide the best care for people living in Hampshire and the Isle of Wight. Chief Executive, Ron Shields, says: “Taking the best from all of the organisations involved provides a stronger foundation from which to deliver better, more joined up care for local people, wherever they live. We know that continuity is important, and as we set out on the first months of Hampshire and Isle of Wight Healthcare NHS Foundation Trust, most people won’t see immediate changes to how they receive care. “As our new organisation comes into being we are already focused on what comes next. That is why we want to hear from local people about what we should be focusing on- what is most important to them and what improvements they want to see in the care they receive. This will directly influence the work we do and the changes we seek to make to help Hampshire and Isle of Wight residents lead their healthiest lives possible.” Learn more 👉 https://lnkd.in/gkXGUXMm

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