The healthmatters blog; commentary, observation and review
According to HappyOrNot’s global data insights, consisting of over 6 million patient feedbacks in healthcare across 25 countries, the global average patient satisfaction level benchmark during March was 88.02%, and the top 5 countries with the highest scores are:
1. Sweden – 92.37%
2. Finland – 91.92%
3. Norway – 90.75%
4. USA – 89.33%
5. Denmark – 89.29%
6. Italy – 87.85%
7. Ireland – 85.84%
8. New Zealand – 85.77%
9. Netherlands – 83.48%
10. UK – 81.60%
Every day, healthcare providers using HappyOrNot gain valuable patient feedback across many areas of their operations which, collectively, provide an overview of their service performance and quality of care. Typical questions such as “Were your concerns heard and addressed today?” (Practitioner professionalism), “Please rate your patient experience today” (overall visit satisfaction), “How Happy are you with the length of time you waited today” (operational performance: appointments) or “Please rate the care and service you received in the Emergency Department today” (departmental specific) help to gauge the performance levels and understand when and where improvements are needed, enabling immediate corrective actions and continuous follow up.
For many healthcare facilities, the performance level of their patient experience of care is linked to financial incentives associated with operational improvement strategies, such as, for example, theInstitute for Healthcare Improvement’s Triple Aim Initiative which, under the Experience of Care aspect, include patient survey standards like US CAHPS or How’s Your Health, and the UK NHS’s World Cass Commissioning or CareQuality Commission. Patient satisfaction is evermore becoming an imperative measurement in identifying and optimizing the health system performance.
Patient Satisfaction in UK
UK healthcare providers made it to the top 10 list, not falling too far behind the global benchmark, achieving 9th place at 81.64% patient satisfaction.
The HappyOrNot data also shows that the best days of the week to visit a healthcare provider, ranked according to the highest patient satisfaction levels during those days, to be Tuesdays and Saturdays.Thursday visits rank at the bottom of the week for overall patient satisfaction.
The importance of improving patient satisfaction by gathering feedback is a rising theme in the UK, as demonstrated by NHS England’s initiatives to improving patient experience, one program of which is the Friends and Family Test to implement feedback tools to support collecting, measuring, and monitoring patient experience.
In a recent press release issued by rdash.nhs.uk, Rotherham Doncaster and South Humber NHS Foundation Trust was shortlisted for an award in this Friends and Family Test program for their implementation of HappyOrNot to measure patient satisfaction in support of their Friends and Family Test.
RDaSH Learning Disability Services Business Development Manager Iona Scott said: “We introduced ‘Happy or Not’ patient experience stations, which allow service users and carers to rate the service they have received by pressing one of four ‘smiley face’ pictorial buttons, reducing the barriers for people with reading difficulties.
“The results speak for themselves – within the first two months of installing the devices they collected 731 pieces of patient feedback in our Doncaster Community Services alone, representing a 2258% increase on the number of traditional forms received in the same period.”
RDaSH Complaints Manager Laura Powell said: “This kind of feedback is vital in transforming NHS services and supporting patient choice.
“It supports the fundamental principle that everyone – regardless of their age or disability – who uses NHS services should have the opportunity to provide feedback on their experience.” (as citedwww.rdash.nhs.uk/39372)
Understanding and managing quality of care and patient satisfaction is a continuous endeavour to which all healthcare providers must commit. The advantage of those who actively track their performance from the perspective of their patients on a daily basis is gaining the insight into knowing when and where to make improvements in their quality of care.
It’s not easy to collect feedback in the healthcare environment, yet it’s vital in order to make changes and justify improvement initiatives. Pinpointing specific areas, hours, or days with lower satisfaction levels helps the healthcare organizations to understand their performance and communicate externally that they strive to offer the best care possible. Not only can it pay off financially, but in the community as well by nurturing the confidence of the patients in which they serve.
HappyOrNot® is the global leader in instant customer and employee satisfaction reporting. Our innovative feedback collecting smileys and intelligent data analytics reporting service help our clients to improve their customer experience, relationships, and employee engagement. Since 2009, our worldwide data insights have benefited our clients in sectors including retail, traveling and transportation, outsourcing services, healthcare and wellbeing, HoReCa, financial services, and public and governmental services. We serve over 2,000 companies across 70 countries, and have collected and reported on over a quarter billion feedbacks.
Visit www.happy-or-not.com to learn more.
How NHS leaders can bring big data to heel for new models of care
Right now, NHS managers and clinicians are under phenomenal pressure to make huge efficiency savings while improving the value of services to patients, and many in the NHS see integrated care as the answer. I believe that even before we get there, the first step is to find innovative ways to drive up the value we deliver in all clinical and commissioning decisions – and the key question we need to answer is: How?
Well, if you consider that every single thought, action, treatment plan, decision and interaction generates some form of data, the answers NHS leaders need are likely to be sitting in the masses of patient records, emails, discharge letters, scans and patient notes that litter every clinician’s ‘in tray’ and ‘inbox’.
The challenge is to collate that data in a meaningful, structured manner that makes it readily accessible to decision-makers, while protecting individual patients’ privacy. But that’s only the start. Even when a clean data repository has been created in which different types of information have been translated into digital formats, can decision-makers extract the answers they need. By using sophisticated methods that easily allow them to model treatment outcomes per different patient groups, clinicians and managers can gain transformational answers. These include the ability to evaluate investments versus the value of potential outcomes, to investigate the efficacy of different management plans, or predict demand as well as innumerable other insights.
Only by using these outputs can NHS leaders make real decisions of value. Why? Because only then will the wisdom and experience of clinicians and senior management be further substantiated by solid evidence.
Case in point: Heart and lung specialist care
The Royal Brompton & Harefield Foundation Trust is a great example – showcasing how big data can be transformed into actionable evidence that delivers real-world value. As a specialist heart and lung centre, the Trust had accumulated vast quantities of clinical data over many years. The trouble was it spread across over 400 data systems and 20 critical clinical data sets.
What Chief Clinical Information Officer, Cliff Morgan, and CIO, Joanna Smith, wanted to do was capitalise on this wealth of information to deliver services better suited to the individual needs of each patient. They knew that evidence-based decisions that could draw on all available data sets were essential in achieving this goal – and they came to SAS for the necessary analytic support.
We built a Clinical Data Warehouse (CDW) for the Trust, which is a central store of all data and built a layer of privacy over the top to maintain patient confidentiality and privacy.
Using our analytics tools, clinicians can now interrogate this data pool to reveal correlations that were previously unknown. Before our solution went live, if a cardiologist wanted to assess something like the relationship between prescribing certain antibiotics and the outcome, he would have required three or four junior doctors to review some 400 case notes on paper! Now the hospital can perform such analyses in less than 5 minutes.
The evidence that SAS analytics can deliver will add further value in decision-making, allowing clinical leaders to help prevent diseases as well as cure them, finding new ways to add value by integrating care and delivering it in a patient-centric way. So, in fact, our kind of analytics can help you take the first step on the journey to fulfill the Five Year Forward View.
A new study, conducted by the not-for-profit research organisation RAND Europe, has found that measures and tools used to assess quality of life are not being used widely in the treatment and care of patients with cancer, despite being used more widely in clinical trials.
Following the award of an educational grant from Roche*, RAND Europe explored whether, when and how quality of life assessment tools and measures are used in the treatment of patients with cancer, with a particular – but not exclusive – focus on brain cancer, and whether this has an impact on clinical decisionmaking. Quality of life assessment tools and measures generally take the form of questionnaires, which are used to measure the patient’s point of view on one or more aspects of their quality of life.
Through interviews with experts, a stakeholder consultation at the International Brain Tumour Alliance 2nd World Summit and a systematic review of literature on this subject, the study highlights a range of challenges that would need to be addressed before quality of life measures and tools might be used more widely. These include addressing the current lack of awareness of the measures and tools by clinicians, a lack of time to administer the measures, a lack of policy and guidelines on how to use quality of life assessment measures and tools in care settings, and a lack of guidance on how to interpret and act on the results they produce.
One nurse, who was interviewed as part of the study, reflected on these challenges: “It is difficult to interpret patients’ responses – clinicians are used to looking at physical symptoms and find it difficult to adapt to incorporating the patient’s assessment of their symptoms into their decision-making.”
However, the study did find evidence to suggest that quality of life measures and tools may improve patient-physician communication, with this allowing both doctors and patients to discuss sensitive issues identified as being important by the patient.
Although tools for measuring quality of life are not routinely used in oncology care settings, diverse experts interviewed by the study team all recognised the importance of considering the impacts of treatment and care decisions on a patient’s quality of life, and noted that engaging with quality of life issues may be particularly important for cancers when survival prospects are limited. In such instances, treatments aim to extend survival or delay progression while maintaining or improving a patient’s quality of life.
A neurologist, who was interviewed as part of the study, highlighted this point: “People are willing to accept side effects if they’ll survive, but for diseases like brain cancer where there is no cure you look quite differently at measures such as quality of life.”
Based on the research findings from the study, RAND Europe has recommended further awareness raising, information exchange and engagement between health professionals, patient groups and policymakers on whether and how quality of life assessment measures and tools can help patients with cancer.
Sonja Marjanovic, the principal investigator of the study at RAND Europe, says: “There seems to be unrealised potential in using quality of life assessment tools and measures as an aid in clinical decisionmaking. Despite the widely-accepted view that the impact of treatment and care-decisions on a patient’s quality of life needs to be considered, our research shows that quality of life measures are still not widely adopted or systematically used in clinical practice. Further research and policy engagement is needed to consider whether, when and how these measures may be of most benefit, and how they could be integrated into current health system infrastructures and processes.”
Josephine Exley, a senior analyst at RAND Europe, said: “Our study has gone a long way in highlighting the potential of quality of life measures when making decisions about the treatment and care of patients with cancer. However, the documented evidence base on this topic is still limited. There is a need to better understand how the feasibility and impact of using quality of life measures and tools are affected by a variety of factors, such as the type of cancer, stage of the disease, patient profile, type of tool or measure and health system factors.”
To view the full report ‘Are Quality of Life measures used in the treatment and care of cancer patients?’ visit: http://www.rand.org/pubs/external_publications/EP66423.html
Companies in the FTSE Healthcare Equipment & Services sector issued five profit warnings in the first quarter of 2016, equal to the record total issued in the previous quarter. In the six months to the end of the first quarter of 2016, almost a quarter of the FTSE sector issued a profit warning. Recruitment and pricing problems continue to plague medical services companies, while most equipment companies warning hit contract issues.
The timing of this profit warning peak is unlikely to be coincidental to the commercial healthcare market. The Government’s long term plan for the NHS the Five Year Forward View, aims at efficiency savings and the Carter Review into operational productivity in acute hospitals will have an ongoing impact. But, the more immediate driver in this context is likely to be the application of financial control targets, with a number of Trusts potentially delaying expenditure – in particular non-critical capital expenditure – to meet their individual control targets.
Gill Cooksley, Executive Director of Health Advisory Services, said: “Half the profit warnings issued by the sector in the last six months have cited delayed or discontinued contracts. Most of these have been issued by companies in the medical equipment sub-sector with a turnover below £50m per annum. As we have seen in other sectors, smaller companies have an inherent vulnerability to disruptions to the contract cycle.
“Nevertheless, amidst the challenges, there are also significant opportunities for companies in the domestic market in the context of rising healthcare spending, a growing and aging population, the move to community based care rather than hospital based and limited capacity within the NHS. There will be push-back on contracts and we expect to see further pressure on pricing, but there are also opportunities for companies who can offer innovative and cost-effective solutions that offer better outcomes for patients.”
- 69% of drivers are confused about the new general Government alcohol consumption guidelines
- 47% of these also believe that consuming one or two drinks before driving is legal
TWO THIRDS of Brits admit to being unclear on the new general Government alcohol consumption guidelines.
A survey of 1,000 road users, carried out by drinkdrivesolicitor.com, a website which provides legal advice and representation for motorists, examined how accurate perceptions are of UK drink driving limits.
Despite the new Government guidelines put in place earlier this year, which advise that men and women should not regularly drink more than 14 units of alcohol per week, 69% of UK drivers admitted they weren’t confident about the exact advice given.
In addition, over half believe consuming up to two drinks before getting behind the wheel is legal, irrespective of their individual body types and physical make-up – suggesting current guidelines are not clear enough.
This is despite the fact that there is no legal limit on the number of drinks consumed before driving and the legal drinking limit instead relates to alcohol blood levels rather than drinks consumed, suggesting that many find the legal measurements confusing and unclear.
The alcohol levels in blood differ between individuals and are dependent on weight, age, sex, metabolism, as well as the type of alcohol consumed.
Matthew Miller, Managing Director at drinkdrivesolicitor.com said: “It’s interesting to see just how many drivers in the UK are confused about the legal limits around drink driving – and it’s not entirely surprising, as blood alcohol level is not a simple thing to calculate.
“And as not even half are aware of the comparatively more clear 14 units per week drinking limit, it’s clear to see that there is a lot of confusion around legal limits and guidelines on alcohol consumption.”
“We have had cases of people being charged having only consumed one drink and often it’s been because the drink was poured by somebody else and they were mistaken about how much alcohol was in it. So it’s best not to drink anything at all before driving.”
The research shows that only 5% of drivers in the UK possess a home breathalyser kit – perhaps the best way available of testing whether you are within the limit. It is now compulsory to carry one in the car whilst driving in France.
The Ryman Prize is a $250,000 annual award for the world’s best development, advance or achievement that enhances quality of life for older people.
The prize is awarded each year by an international jury appointed by The Ryman Foundation.
The world’s rapidly ageing population means that in some parts of the globe – including most of the Western world – the population aged 75+ is set to triple in the next 30 years.
This large demographic change brings with it some chronic health issues including diabetes and Alzheimer’s disease.
The intention behind the prize is to reward great work done, and also to stimulate fresh thought from the planet’s best minds into this area of need.
The Ryman Prize is awarded in New Zealand but is open to anyone, anywhere in the world for work completed on an advance that has been proven to enhance quality of life for older people.
The work could include, but is not limited to, a mechanical device, a discovery, an invention, a study, a book, an initiative, an invention, a proven idea, a completed research project or initiative or any other advance that enhances quality of life for older people. The prize is to reward work done – not for speculative projects.
The award can be made to an individual or a team.
Applications close on April 28, 2016.
Study conducted in six European regions contributes to better understanding of how to improve the care for people with incontinence in their daily lives at home and in the community.
Patient involvement, knowledge and provisions based on patient profiles were found to be key in enabling people with incontinence and their carers to live independent and dignified lives.
The results of a major pan-European study which gives insight into the quality of continence care services and provisions was launched on April 19th at the 6th Global Forum on Incontinence: “Sustainable health and social care: The role of Continence Care in enabling Independent and Dignified living”.
The study was conducted by AGE Platform Europe, a European network representing over 40 million older people in Europe, and Svenska Cellulosa Aktiebolaget (SCA) . Entitled Management for Containment – A review of current continence care provisions, the study was conducted amongst people with incontinence and informal carers in six regions in Germany, Poland, England and Spain. It aimed to provide an understanding of the existing knowledge patients and carers had about the containment products that are available, and to what extent they were involved in the decision about which product type to use.
The main findings of the study were
- 1 in 4 said the product type offered did not always sufficiently support them when taking part in the activities of daily life
- 43% felt that their product type did not always sufficiently support them when taking part in work activities
- 41% experienced disturbed sleep due to product type
- Nearly 40% felt they had no choice on what product type they could use
- 3 out of 4 needed to pay for additional products themselves
“In today’s context of demographic ageing, it is increasingly important to take action to ensure that the support for managing incontinence fully meets the individual’s needs and preferences”, Anne-Sophie Parent, Secretary General of AGE Platform Europe, said. “There is a lot of room for improving the care of people with incontinence by involving them much more in the decision-making when selecting containment products”.
The study highlighted three key factors that could lead to greater user independence and satisfaction in daily management:
- information and knowledge about the different product types
- involvement in selecting the type of product
- tailored funding provisions based on patient profiles and needs
The findings of the study aligned closely with the conclusions drawn from an Expert Roundtable held in 2015. Eight leading European patient and civil society organizations1 joined forces and identified six recommendations to improve the care of people with incontinence in a Joint Position Statement 2 calling to:
- Recognize continence care as a human right which enables people to live independent and dignified lives
- Increase awareness and understanding of incontinence among users and informal carers
- Improve information about incontinence and continence care provisions
- Enable choice, involvement and empowerment of people affected by incontinence
- Develop continence-friendly urban/community and home environments
- Support and prioritize a research agenda on incontinence
John Dunne, President of Eurocarers, the European network representing informal carers stated: “Incontinence is a prime example of a challenge to restore independence and dignity and keep people active in, and contributing to society”.
A new report from NHS Benchmarking, published on April 11th, has for the first time combined financial, workforce, quality and outcome data to paint a uniquely detailed picture of current standards in acute hospital care for older people.
Key findings from this innovative new report show that 46% of older people admitted to a specialist ward have a condition associated with frailty, but that only 42% of hospital trusts currently have a specific frailty unit in place.
The report also provides detailed new data on the use of acute beds, and the amount of hospital capacity taken up by patients with complex needs. Figures show that 45% of total bed days were used by the 6% of patients who remain in hospital for longer than 21 days.
Other figures reveal that 34% of hospital trusts or local health boards have a dedicated geriatric medicine team located in accident & emergency wards, and that 86% of hospital wards specialising in care for older people practice Comprehensive Geriatric Assessment.
Speaking at the launch of the report, Project Director of NHS Benchmarking Claire Holditch said:
“Although the new models of care mean that older people are increasingly being cared for outside hospital, there will always be occasions when an older person needs a period of acute hospital care.It is essential that we understand what happens when an older person is admitted to hospital, and identify factors which can improve the quality of their care or help them to get them home quickly.
This new benchmarking review of the acute pathway concentrates on four elements: admission avoidance in A&E, assessment in the acute pathway, inpatient ward care, and supported discharge. It gives us new details about what is happening currently in acute care, and offers an analysis of best practice in the care of older people.
The project also looks at new models of acute hospital care: interface geriatrics, frailty units, linkages with intermediate care services, primary care, community care and specialist mental health services, and new models for discharging patients from hospital like “discharge to assess”. We hope that Trusts / LHBs will find the report useful, and that its outputs will drive improvements and feedback for the future.”
Professor David Oliver, President of the British Geriatrics Society, said:
“People over 65 account for around half the admissions and three quarters of bed days in NHS hospitals. Many have frailty, dementia, disability and complex co-morbidities. Their care is very variable in terms of processes, assessments, activity and outcomes.
NHS Benchmarking have produced a very broad and deep set of measurements to describe variation, care gaps and areas for improvement which can help clinicians understand their own services, compare them to others and drive improvements in care for patients. I hope that every acute hospital can adopt this audit as a matter of course”
The report ‘Older People’s Care in Acute Settings’ can be found here.
Innovations coming from outside the traditional healthcare industry span a wide spectrum of products and services, but all take advantage of advances in digital technologies and the ability to analyze and present large amounts of data in new ways. From new biosensor technologies and smart devices to portals and physician guidance tools, there are numerous exciting breakthroughs that allow enhanced self-monitoring capabilities and patient adherence – and ultimately superior clinical decision-making and treatment success.
How should a pharma company act in the midst of this rapid change if it is to stay ahead? We have found that many companies are struggling to fully understand the new landscape. This is particularly due to the constraints of being vertically integrated organizations with business models that are essentially built around independence and self-reliance.
Traditionally, healthcare providers, payers and pharma companies have had a conventional supplier-consumer relationship. However, there are now increasing demands from payers and providers around the delivery of better health outcomes and greater cost-effectiveness. These provide a strong driving force for pharma companies to more actively engage in the opportunities arising from the digital revolution and patient-centred care. More than ever, regulatory bodies now insist on pharma companies demonstrating benefits and cost-effectiveness, with many countries introducing reforms that aim to restrain overall spending. Ensuring responsiveness to treatment and patient compliance, while minimizing side effects, are therefore key success factors if pharma companies are to meet society’s demands.
The proven classical, product-centric approach with an indirect value chain (as shown in Table 1) will not be able to embrace the required speed, new collaboration needs, flexibility and ability to learn quickly.
Therefore, as a first step, the company needs to develop a vision of how it will earn money in the new digitalized world. A vision of how a transformed organization can be structured is shown in Table 2. The “customer” is at the centre of this vision. This includes not just the patient/consumer, but also the practitioner and the payer. All products and services, as well as all administrative processes, focus on long-term customer value through customer group-specific journeys.
To create action plans and concrete initiatives, the transformational need has to be cascaded down to processes, data and technology requirements, and management capabilities. The major challenge to success is the need to integrate organizations, concepts, processes and technology. A successful transformation program typically incorporates the major pillars of the new vision within four fields of action, as shown in Table 3: integrated offerings, customer management and coordination, digital touch-point integration and excellence, and analytics.
It is becoming clear that in order to stay relevant in the future healthcare ecosystem, pharma companies must look to business models that foster much more direct patient engagement than previously. New methods offer significant potential to increase the quality and efficiency of care. Digital health solutions could therefore solve the major long-term issues of pharma’s most important client groups – patients, providers and payers – all at the same time.
Authors:Ulrica Sehlstedt, Nils Bohlin, Fredrik de Maré, Richard Beetz
The authors work for the Arthur D Little partnership on Global healthcare, technology and innovation, in Sweden, Germany and the USA. They can be contacted through email@example.com
Radian conference highlights the urgent need for housing associations and health, and care providers to work more closely for the wellbeing of the public
The ‘potential meltdown’ the NHS is suffering has been identified due to the financial challenges verses the increase in demand that an aging and growing population is bringing to society. The increase in government funds is not enough to tackle the growing pressures on the regional NHS, so now more than ever, health and housing need to tackle the problem through collaborative working.
Health and housing organisations from across the south came together to promote healthy living and fight illness at a special conference led by one of the region’s foremost housing, care and support providers, Radian in conjunction with the University of Southampton.
The event which took place at The Nightingale Building, Southampton was driven, in part, by Public Health England statistics which show people in the city have lower life expectancy than the UK average.
The conference was a huge success, with over 100 health providers, housing bodies and Radian residents attending to hear discussions based on the need for housing associations to start working with their local NHS Trusts to get the ball rolling with an integrated approach to health and social care.
The discussions were led by a number of speakers including keynote speaker Lord Hunt, Labour’s health spokesman, Shadow Deputy Leader of the House of Lords, and President of the Royal Society for Public Health.
Lord Hunt outlined just some of challenges being faced by the NHS across the country. These include population growth; the slow pace of technology meaning new innovations can’t be put into practice and growing mental health pressures, as well as budget cuts that together are affecting the overall efficiency of the service. The NHS is currently working at 0.8% efficiency but needs to increase this by 3% in five years to bridge the funding gap, and 70% of funding is swallowed up in staff costs alone. Increasing this efficiency without compromising the quality of service and staff is very difficult, so collaborative working with housing associations to help alleviate this problem and increase efficiency is one way of helping.
Hunt explained that a joined up approach is currently only happening in small pockets at a national level. For it to work effectively it needs to be actively taken on by Clinical Commissioning Groups and other health and wellbeing bodies to see the true benefits start to unfold.
The health service has received an increase in funds of £8 billion, so why is it facing a potential meltdown? Hunt stated that in 2008 1.9 million of the UK population faced long term health conditions. By 2018, illnesses like these are expected to increase by 1 million, affecting 2.9 million people. The pressure on growing demand matched by the need for quality of service is a hard battle to face. Moreover, with regards to the mental health service, the amount of money invested is not nearly enough to match the growth in service requirement.
Speaking at the conference, Lord Hunt said: “Access to good housing is a major component of good health. It is self-evident that when housing and health have the chance to work together and help each other, there will be good results. I know there are challenges. When the NHS first began in 1948 it was dealing with short term infectious diseases, now the UK is faced with an aging population with more complex long term illnesses that the NHS is struggling to cope with in a modern world. With recent budget cuts and more pressures on the NHS than ever, it is important that it works hand-in-glove with housing and social care.”
Patrick Vernon OBE, Health Partnership Coordinator at the National Housing Federation and non-executive director of Camden and Islington Mental Health Foundation Trust added: “Mental health issues are increasing and it’s those individuals who are not provided with the right care and treatment that go on to face repeated housing evictions. If health and housing could work together to ensure that housing association staff have the right training to work with these residents we would be taking a further step in the right direction”.
It was noted amongst the Q&A panel which included Lord Hunt, Patrick Vernon, Dr Nick Maguire, Deputy Head of Psychology (Education) at Southampton University and Carol Bode Radian Group Chair and non-executive of The Hillingdon Hospitals NHS Foundation Trust, that health and housing have mutual problems in the sense that they face budget issues that prevent the sectors working freely together. Each has its own challenges and limited budgets, so sharing the pot to prevent doubling up on costs could be hugely beneficial.
Moreover, now that the recent devolution deal in Greater Manchester means a transfer of certain powers and responsibilities from national government, this movement of power into the hands of local decision makers is the start of meeting the needs of the people who live and work in there.
Carol Bode commented: “Manchester is the first region in England to benefit from the transfer of power from national government to local decision makers and, from the beginning of this month became the first region to take control of its combined health and social care budgets.
“This shows that the more we can do at a community level, the more effectively and efficiently we can work together. It is about gathering the right local influencers around the right table to kick start a conversation about how, collectively, we can tailor budgets and priorities to meet the needs of residents and improve the health and wellbeing for the region. Manchester has done it and this is direction that we should now be moving in.”
The panel discussions with the audience included ideas on how to share innovation, taking inspiration from the regeneration scheme at Centenary Quay, Woolston by Radian, key issues and pressures to tackle, funding and problem solving for a joined up approach to health and housing.
The National Housing Federation have also just re-launched their health and housing webpages and created an interactive map of health initiatives. The new pages will promote the work of housing associations to health colleagues and the map will allow associations to share good practice and spot possible gaps in the market.
To view the presentations from the day, images taken and videos of Radian resident case studies, please visit http://www.radian.co.uk/health-housing-2016.