Himanshu Kataria

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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🇬🇧 Today’s workforce report released by the General Medical Council highlights how locally employed doctors are a rapidly growing part of the UK medical workforce. However, despite their essential role locally employed doctors are often undervalued. https://lnkd.in/efx44ghM

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📚Cardiovascular disease prevention📚 Visit CVD Central to find our Heart Failure Diagnostic and Treatment Pathways which have been developed to support Primary Care and have been standardised for use, to provide clear and simple guidance that facilitates referrals to diagnostic and heart failure treatment services and provides an additional resource to support patient management.   The Heart Failure pathway is generic and an unbranded version is free and available to be adopted by any organisation around the country: 🔗https://lnkd.in/enEQmzCu #CardiovascularDisease #HeartFailure #PrimaryCare

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“ICBs should ensure primary care staff have access to FTSU guardians who are independent to the provider practice.” This is what NHSE’s Primary Care Patient Strategy says. Come along to our next webinar to find out how you can do this, follow the link in the comments to book! #event #primarycare #ICB #NHS #freedomtospeakup

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𝐇𝐨𝐰 𝐃𝐨 𝐖𝐞 𝐀𝐯𝐨𝐢𝐝 “𝐖𝐡𝐢𝐭𝐞 𝐄𝐥𝐞𝐩𝐡𝐚𝐧𝐭𝐬” 𝐢𝐧 𝐇𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 𝐓𝐞𝐜𝐡? Today, I had an engaging chat with an NHS digital IT lead and business development director about this super important question: 🤷‍♀️ 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘦𝘯𝘴𝘶𝘳𝘦 𝘵𝘩𝘢𝘵 𝘰𝘶𝘳 𝘪𝘯𝘷𝘦𝘴𝘵𝘮𝘦𝘯𝘵𝘴 𝘪𝘯 𝘈𝘐 𝘢𝘯𝘥 𝘵𝘦𝘤𝘩 𝘭𝘦𝘢𝘥 𝘵𝘰 𝘪𝘮𝘱𝘢𝘤𝘵𝘧𝘶𝘭 𝘤𝘩𝘢𝘯𝘨𝘦, 𝘯𝘰𝘵 "𝘸𝘩𝘪𝘵𝘦 𝘦𝘭𝘦𝘱𝘩𝘢𝘯𝘵𝘴"? (White 🐘 : something that is expensive to acquire/ maintain & provides little to no value) 𝐇𝐞𝐫𝐞 𝐚𝐫𝐞 𝐬𝐨𝐦𝐞 𝐢𝐧𝐬𝐢𝐠𝐡𝐭𝐬 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐜𝐡𝐚𝐭: 1️⃣ Start with 𝐫𝐞𝐚𝐥 problems. I know it's been said so many times over, but so true... The best innovations address 𝐜𝐥𝐞𝐚𝐫 𝐩𝐚𝐢𝐧 𝐩𝐨𝐢𝐧𝐭𝐬—not just "nice-to-have" improvements. Rooting projects in genuine needs ensures the solution has a role in solving 𝐫𝐞𝐚𝐥 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬. Remember - whilst ~80% of AI medical devices are imaging based solutions, 80% of healthcare problems are not necessarily radiology related! (not to say I don't want us to have radiology AI tools - just that they may not be the biggest issues in a particular institution/healthcare system). 2️⃣ 𝐓𝐡𝐢𝐧𝐤 𝐛𝐞𝐲𝐨𝐧𝐝 𝐬𝐢𝐧𝐠𝐥𝐞 𝐝𝐞𝐩𝐚𝐫𝐭𝐦𝐞𝐧𝐭𝐬 Tools that address system-wide processes or benefit multiple departments are more likely to justify investment. The broader the impact, the greater the value. 3️⃣ 𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐞 𝐭𝐨 𝐬𝐡𝐚𝐫𝐞 𝐥𝐞𝐬𝐬𝐨𝐧𝐬 𝐥𝐞𝐚𝐫𝐧𝐞𝐝. If one NHS team discovers a innovation doesn’t work, that knowledge should prevent others from repeating the same mistakes. Whilst we hate advertising our failures, transparent collaboration and shared learning can help the NHS innovate smarter, not harder. If a certain number of tools may inevitably be 'white elephants' then let that be discovered by one team, not have replicated mistakes and time wasting across many. 4️⃣ 𝐏𝐥𝐚𝐧 𝐟𝐨𝐫 𝐫𝐞𝐠𝐮𝐥𝐚𝐭𝐨𝐫𝐲 𝐚𝐩𝐩𝐫𝐨𝐯𝐚𝐥𝐬. Delays and disappointment often occur when teams realise a tool can’t be deployed due to unmet regulatory requirements. Need to address upfront. 5️⃣ 𝐄𝐧𝐠𝐚𝐠𝐞 𝐩𝐫𝐨𝐜𝐮𝐫𝐞𝐦𝐞𝐧𝐭 𝐞𝐚𝐫𝐥𝐲 Similarly, teams may be looking at AI tools or researching them, having meetings and discussions with various stakeholders wanting to use them clinically, but find they can't procure it as it's not on an NHS-approved procurement framework. Involving procurement teams from the start ensures smoother adoption pathways. 6️⃣ 𝐁𝐞 𝐜𝐥𝐞𝐚𝐫 𝐨𝐧 𝐰𝐡𝐚𝐭 𝐬𝐮𝐜𝐜𝐞𝐬𝐬 𝐥𝐨𝐨𝐤𝐬 𝐥𝐢𝐤𝐞 (𝐔𝐗 𝐢𝐬 𝐢𝐧 𝐭𝐡𝐢𝐬 𝐛𝐢𝐭!) Define clear outcomes to know if this is or isn't a white elephant. Like time saved, errors reduced, improved patient outcomes, user satisfaction and engagement with the tool — gauge whether a solution is genuinely making a difference and if people like and want to use it. This was just an informal chat and brainstorm so I'm sure there are other factors not mentioned but love to hear your thoughts!

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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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An effective finance strategy is a key part how NHS organisations can reduce health inequalities. There are three main ways in which finance can help. Find out more about the role of finance in reducing health inequalities on the HFMA website.

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🔎 When I set out my vision for a private ambulance service which could take care of some of the lower acuity calls people call 999 for I was met with people saying our ambulances were expensive taxis. Well, to a degree, they are right; our vehicles are mobile GP surgeries, mobile intensive care units, hotels on wheels and they are expensive! But they missed the point. If your nan has had a fall she doesn't want to spend 18 hours on the floor becoming hypothermic and then another 18 hours in the A&E corridor and then eventually end up catching pneumonia in hospital. She wants to get checked, tested, scanned if necessary and then back to home. Most of the time in my career as a Paramedic our more mature customers want to do anything but go to hospital. In the last 20 years the Paramedic profession has transitioned from giving emergency treatment and transferring people to hospital to treating people at home and referring them to other services. (See & Treat) I spent the last 3 months trying to figure out how we can turn our highly critiqued service into one of the best in the UK and World. Here's some of the things we did... ✅ Recruited specialist paramedics internally and externally ✅ Partnered with a University to upskill our Paramedics into Advanced Clinical Practitioners (believed to be the first ACP program in a private ambulance setting to date) ✅ Added Emergency Department Doctors on call to support the team ✅ Partnered with multiple health tech companies, enabling one-click letters to GPs and Specialists, imaging (MRI, CT & X-RAY), Lab referrals and results ✅ Invested and trained our staff on state-of-the-art portable diagnostic equipment ✅ Updated our policies and procedures focussing on patient safety ✅ Developed partnerships with leading private hospitals locally and regionally with agreed pathways ✅ Integrated our IT systems with new software to improve our patient experience ✅ Tested our systems at some of the busiest music festivals in the UK So what's next... 📢 Well we need to tell everyone about it... 👍 We need to keep improving and innovating 👨‍👨‍👧 We want to make our ACPs an integral part of our business involved in continuous improvement, training and knowledge sharing

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NHS managers/team leaders at (Agenda for Change) bands 6-8a directly supervise up to 80% of our NHS people. These “frontline” team leaders have an outsize influence on NHS performance. Yet: - They don’t have a big collective voice in opportunities to improve NHS productivity - Only a small proportion of leadership development budgets in the NHS target them Tomorrow I'm spending the day with four NHS systems identifying potential opportunities to unleash the potential of frontline managers and team leaders to lead change. For more on the latent power of frontline leaders, see, eg: https://lnkd.in/eayPSXRG by  Boston Consulting Group (BCG)

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SHIFTING POWER FROM INSTITUTIONS & ORGANISATIONS TO PEOPLE & COMMUNITIES Annual expenditure on UK healthcare currently sits at just below £300 billion, almost 10% of our gross domestic product. The NHS has a clear mandate to deliver healthcare free at the point of access, but what constitutes the "health" this service is trying to is less obvious to those of us working in it. Is the priority to keep people alive as long as possible (#lifeexpectancy), or to delay the onset of disease and disability (#healthexpectancy)? Given advancements in technology and drug development it is shocking to learn that both life AND health expectancy rates are starting to fall, whilst health inequalities increase. This is against a backdrop of concern about #burnout in health professionals, the carbon footprint of the #NHS and the negative impact of #climatechange on our health and health inequalities. Every government paper talks of the need for a "paradigm shift", and yet there is no articulation of what such a service would look like if we could wave that magic wand and modernise the vast bureaucratic monolith that is the NHS overnight. As we say in the coaching room if you don't know where you are trying to get to then you have absolutely no chance of getting there! Having worked as a GP in the NHS for over two decades it has been revelatory to discover #lifestylemedicine #integrativemedicine and #mindbodymedicine over recent years and integrate this cutting edge science into my NHS consultations. I have realised how much power I was holding when using a conventional approach to healthcare and shifting from a #dramatriangle dynamic to an #empowerment dynamic has prompted feedback such as "I've been waiting for this consultation for years". I was therefore delighted to hear about not for profit movement Heal Scotland, which is on a mission to help educate, inspire, and support people so they can take care of themselves using simple methods and protocols in a way that is accessible, approachable, and fun. I am honoured to be invited to deliver a workshop describing my work as a holistic NHS GP in #Alness and #Invergordon at the Heal Scotland Wild Medicine Festival this weekend in Broadford for which a few day tickets are still available for tomorrow using the link at the bottom of this post. The workshop will intertwine the most powerful concepts from the worlds of psychology and neuroscience with spoken word art telling James Hickson's incredible story of recovery from #PTSD and #addictions, aiming to inspire personal change and share a vision for an NHS that is kinder to people, health professionals and the planet. We hope to see you there! https://lnkd.in/eXqQSDf2

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At Lancashire Teaching Hospitals NHS Foundation Trust, we have mapped our data into the OHDSI (Observational Health Data Sciences & Informatics) OMOP Common Data Model (>1.5M patients, >450M measurements, ~18M visits, etc. https://lnkd.in/e9bz_Dqx. 🎞 📷 ) When I first set LTH on this journey, I knew of no one else in the Northwest of England doing this, let alone at this scale and not in the way I wanted this to be done. In less than 12 months, we accomplished quite a bit - including incremental daily refreshes so that our OMOP data is as fresh 🍀 as the midnight before extending the use of OMOP to much more than research uses. At about the same time I decided that we were going to do this, I also discovered dbt Labs's data-build-tool (https://getdbt.com/). This radically changed how we were able to do this as a team and accelerated development. See our ELT documentation here -> https://lnkd.in/evb_yshe. I was fortunate to have an incredibly talented data engineer who was willing to learn dbt and OMOP fast and is now doing a PhD in data engineering! And, Tim Howcroft joined the team as well and is leading on the cancer work. As we look to scale the OMOP transformation work to all of Lancashire and South Cumbria Integrated Care Board (ICB) with University Hospitals of Morecambe Bay NHS Foundation Trust next, am I wrong to consider swapping dbt for SQLMesh (https://sqlmesh.com/)? One way to find out is to evaluate them. So, I rebuilt the OHDSI Achilles scripts in both dbt (for SQLServer and Databricks) and SQLMesh. They all work (including DataQualityDashboard in dbt for Databricks). dbt_achilles: https://lnkd.in/ePHjw-Xs sqlmesh_achilles: https://lnkd.in/eDHY5sxE dbt has been phenomenal so far 🚀 but with our OMOP data in Databricks and as the complexity and scale of ELT grows, SQLMesh promises certain advantages over dbt. We have spent a year getting good at using dbt and wonder if SQLMesh's approach is superior enough to pivot for our use case. This will be an important decision in the coming weeks - one that will have ramifications for how we operate as a team 🤼 , our ability to scale as well as manage our cloud consumption costs. 💰 I would welcome thoughts from anyone here 🙏 .

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How are we helping the NHS? As per statistics, 25% of A&E appointments are minor health issues indicating a substantial amount of NHS resources allocated to addressing minor health concerns. We at Evaro aim to alleviate this burden by partnering with organisations to provide an alternative pathway that can address minor health issues quickly and conveniently. If you want to join this journey, contact us on [email protected]. #DigitalHealth #NHS #HealthTech #PatientCare #Compliance #AccessibleHealthcare #Entrepreneurship

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🌍 New Report Alert: Fixing General Practice in the NHS The British Medical Association has released a new report, Patients First: Why General Practice is Broken & How We Can Fix It, addressing the mounting challenges faced by general practice in the NHS. 📉 It's key findings reveal: - Severe underfunding of GP practices, with 2,000 closures since 2010. - Fewer GPs managing an increased number of patients, resulting in access issues. - The loss of continuity of care, which is vital for patient outcomes. The report outlines immediate, medium, and long-term solutions, including: - Immediate actions to retain GPs and prevent further closures. - A new GP contract that increases funding and supports continuity of care. - A long-term vision for a GP-led, community-focused, preventative healthcare model. This report is a call for bold investment in general practice to ensure patients receive the care they deserve and to secure the future of the NHS. I'm curious to know what my NHS and General Practice based connections think of the report and it's recommendations 🏥 #NHS #GeneralPractice #HealthcareInnovation #PatientCare #GP

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Integrated Care Boards are being tasked with a critical role in using data and insights to enhance decision-making, detect early warning signs, and improve outcomes across health and care systems. NHS England’s latest guidance underscores the importance of meaningful information to help ICBs meet statutory duties and ensure continuous improvement in care quality. However, this isn’t just about numbers. NHS England rightly highlights the need for data to be complemented by qualitative insights, including staff and patient voices, to provide a well-rounded perspective on care delivery and system performance. For ICBs and PCNs looking to align with this guidance, Redmoor Health’s Global Assessment and Digital Maturity Index is a free visual dashboard that offers a practical, structured approach. By evaluating current systems, identifying gaps and benchmarking against digital maturity indicators, this tool provides actionable insights for commissioners and primary care leaders alike. ➡ Why is this important? 💡 Workforce Support: Empowering primary care teams with better tools and data ensures they can meet growing demands efficiently and effectively. Strategic Clarity: Commissioners gain a clear view of performance at a place level, enabling them to ask tough questions and address inequalities. 💡 Actionable Insights: The assessment supports continuous improvement, innovation, and evidence-based decision-making by triangulating data to identify where to focus efforts. In a landscape where digital maturity, shared care records, and the ability to address digital exclusion are key metrics, having the right support to interpret and act on data is vital. The Global Assessment, which is free to access, can help #ICBs and #PCNs not only comply with NHS England’s expectations but also transform how they deliver care, ensuring it meets the needs of their populations. This is more than a compliance exercise—it's an opportunity to embed a culture of continuous improvement and innovation, supporting better health outcomes for all. What are your thoughts on how ICBs can use data and insights more effectively to drive change? Let’s start the conversation! #DigitalTransformation #PrimaryCare #ContinuousImprovement Primary Care Analytics Conor Price https://lnkd.in/eyAbzpFG

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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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Working with the agency in the NHS offers a flexible way to collaborate across teams; however, this setup can become problematic when the agency staff income relies on those teams. As a result, agency staff may hesitate to speak up or could be exploited in allocation decisions. Conversely, there are instances where agency workers contribute to a toxic work environment as they perceive permanent staff as a threat with income-related pressures to encourage them to leave. It’s crucial to recognise these complexities and understand the role of management. Do they have a vested interest in retaining agency (nursing) staff who are less likely to voice complaints or escalate issues? #PsychologicalSafety #OurNHSPeople #Management #Nursing

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