Health in a Changing Scotland
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Exploration of How a Mobile Health (Mhealth) Intervention May Support
WHITE, A. 2018. Exploration of how a mobile health (mHealth) intervention may support midwives in the management and referral of women with pre-eclampsia in rural and remote areas of highland Scotland. Robert Gordon University [online], MRes thesis. Available from: https://openair.rgu.ac.uk Exploration of how a mobile health (mHealth) intervention may support midwives in the management and referral of women with pre- eclampsia in rural and remote areas of highland Scotland. WHITE, A. 2018 The author of this thesis retains the right to be identified as such on any occasion in which content from this thesis is referenced or re-used. The licence under which this thesis is distributed applies to the text and any original images only – re-use of any third-party content must still be cleared with the original copyright holder. This document was downloaded from https://openair.rgu.ac.uk Exploration of how a mobile health (mHealth) intervention may support midwives in the management and referral of women with pre-eclampsia in rural and remote areas of Highland Scotland A thesis presented for the degree of Master of Research (part-time) in Nursing and Midwifery by Research at the Robert Gordon University by Alan White 1601992 Supervisors: Prof Dr Susan Crowther and Dr Siew Hwa Lee This study was supported by a grant from The Scottish Digital Health and Care Institute (DHI) February 2018 1 Contents Page List of Tables 8 List of Figures 8 Abstract 9 Declaration of authorship 12 Acknowledgements 15 Glossary and definition of terms 17 CHAPTER 1– Introduction -
0131 656 3201 Chair
Westport 102 West Port Edinburgh EH3 9DN Telephone: 0131 656 3200 Fax: 0131 656 3201 www.nes.scot.nhs.uk st Date: 31 August 2016 Your Ref: 20/7/16 Our Ref: The Health and Sports Committee The Scottish Parliament Edinburgh EH99 1SP Dear Mr Findlay Recruitment and Retention Many thanks for your letter dated 20th July 2016 on behalf of the Health and Support Committee seeking a response from NHS Education for Scotland (NES) on issues relating to recruitment and retention, with a focus on remote and rural recruitment. We note your observations on the data published by Information Services Division (ISD) and that you are seeking to understand how the training and education system is coping and adapting to ensure there are sufficient numbers of graduates to fill medical posts and that they are then retained within the NHS. 1. Context In addition to our role in medical training, NES plays an increasing role in supporting recruitment and retention within other areas of the NHSScotland workforce. As the national training and education board for NHSScotland we have a key remit in supporting the whole service to deliver on all five strands of the Everyone Matters: 2020 Workforce Vision: Healthy Organisational Culture; Sustainable Workforce; Capable Workforce; Integrated Workforce; and Effective Leadership and Management. The principal role of NES is in the education and training of the NHS Scotland workforce. While we provide significant quantities of information on the workforce-in-training, decisions on the numbers in training (particularly in the so-called controlled subjects of medicine, nursing and dentistry) are for Scottish Ministers on the advice of officials. -
Shetland COVID-19 Outbreak Control Plan
Shetland COVID-19 Outbreak Control Plan October 2020 Foreword Our Local Outbreak Plan builds on existing health protection plans and sets out the measures that have been put in place to protect the public’s health and contain any outbreak. It sets out how Shetland Islands Council, NHS Shetland, businesses, voluntary agencies and our local communities are working together to prevent, manage, reduce and suppress outbreaks of COVID-19 in Shetland. It also provides clarity about our individual and collective responsibilities for delivering this plan and responding to an outbreak. A key feature of our plan is the importance of partnership and collaborative working, sharing data and information to make sure we have early warning of any increased transmission, and the established processes we use with all partners to respond quickly for effective management of incidents and outbreaks. The plan also outlines our approach to testing and contact tracing, which is an integral aspect of our strategy to reduce onward transmission of COVID-19. Together we have learned from our experience of COVID early on in the pandemic and worked hard to make sure that our most vulnerable residents are supported to stay safe within their local community. As we enter the next phases of the pandemic, this plan explains how we have and will continue to keep people safe in high risk workplaces, locations and communities. I would like to thank you all for the part you have already played in reducing the virus in our communities. Being vigilant about hygiene, maintaining physical distancing, getting tested when you have symptoms and self-isolating when needed will be an essential part of the way we live our lives for some time to come. -
Qualitative Baseline Evaluation of the GP
Qualitative baseline evaluation of the GP Community Hub Fellowship pilot in NHS Fife and NHS Forth Valley Briefing paper This resource may also be made available on request in the following formats: 0131 314 5300 [email protected] This briefing paper was prepared by NHS Health Scotland based on the findings from the evaluation undertaken by Fiona Harris, Hazel Booth and Sarah Wane at the Nursing, Midwifery and Allied Health Professions Research Unit – University of Stirling. Published by NHS Health Scotland 1 South Gyle Crescent Edinburgh EH12 9EB © NHS Health Scotland 2018 All rights reserved. Material contained in this publication may not be reproduced in whole or part without prior permission of NHS Health Scotland (or other copyright owners). While every effort is made to ensure that the information given here is accurate, no legal responsibility is accepted for any errors, omissions or misleading statements. NHS Health Scotland is a WHO Collaborating Centre for Health Promotion and Public Health Development. Summary In 2016 NHS Fife and NHS Forth Valley began to pilot a new GP Community Hub (GPCH) Fellowship model aimed at bridging the gap between primary and secondary care for frail elderly patients and those with complex needs. NHS Health Scotland commissioned a baseline evaluation to capture the early learning from implementation of the model. The following summarises the key findings from the evaluation. The evaluation was conducted between February and June 2017 when the model of delivery in the two pilot sites was still evolving. The findings may therefore not reflect the ways in which the model was subsequently developed and is currently being delivered in the two areas. -
Appendix 4: a Guide to Public Health
Scottish Public Health Network Appendix 4: A guide to public health Foundations for well-being: reconnecting public health and housing. A Practical Guide to Improving Health and Reducing Inequalities. Emily Tweed, lead author on behalf of the ScotPHN Health and Housing Advisory Group with contributions from Alison McCann and Julie Arnot January 2017 1 Appendix 4: A guide to public health This section aims to provide housing colleagues with a ‘user’s guide’ to the public health sector in Scotland, in order to inform joint working. It provides an overview of public health’s role; key concepts; workforce; and structure in Scotland. 4.1 What is public health? Various definitions of public health have been proposed: “The science and art of preventing disease, prolonging life, and promoting health through the organised efforts of society.” Sir Donald Acheson, 1988 “What we as a society do collectively to assure the conditions in which people can be healthy.” US Institute of Medicine, 1988 “Collective action for sustained population-wide health improvement” Bonita and Beaglehole, 2004 What they have in common is the recognition that public health: defines health in the broadest sense, encompassing physical, mental, and social wellbeing and resilience, rather than just the mere absence of disease; has a population focus, working to understand and influence what makes communities, cities, regions, and countries healthy or unhealthy; recognises the power of socioeconomic, cultural, environmental, and commercial influences on health, and works to address or harness them; works to improve health through collective action and shared responsibility, including in partnership with colleagues and organisations outwith the health sector. -
Emergency Care Weekly Metadata
Publication Metadata (including revision details) Metadata Description Indicator Publication Weekly Update of Emergency Department Activity and Waiting title Times. Description This publication reports key statistics on attendances at Emergency Departments (ED) across Scotland. The information presented in the publication includes trends in the number of attendances and length of time patients spend in ED. Theme Health and Social Care Topic Emergency Care Format Webpage, Excel workbook and CSV. Data source(s) NHS Board aggregate submissions to PHS on Emergency Department Activity and Waiting Times. Date that data Tuesday of the week prior to publication are acquired Release date Every Tuesday Frequency Weekly Timeframe of New data for the week ending 9 days before publication (e.g. 16 data and April publication contains data for week ending 7 April) timeliness Continuity of 1) A&E discharge times at hospitals in NHS Lothian were not data accurately recorded up to November 2017. The Academy of Medical Royal Colleges was commissioned by Scottish Government to ascertain the causes for the data issues in NHS Lothian. The review findings were published 26 June 2018. 2) Since 3 March 2015, the Scottish Government (SG) has released Official Statistics weekly A&E activity and waiting times information for the EDs in Scotland, derived from aggregate information supplied by NHS Boards on the number of attendances and 4, 8, and 12 hour waits. PHS (formally ISD) took over this data collection for statistics covering the week ending 7 June 2015. 3) From 20 May 2018, Raigmore hospital in NHS Highland trialled a new patient flow system. As a consequence the accuracy of some patients’ waits may have been affected between this date and 4 July, however the total number of attendances remains correct. -
Major Players
PUBLIC BODIES CLIMATE CHANGE DUTIES – MAJOR PLAYER ORGANISATIONS Aberdeen City Council Aberdeen City IJB Aberdeenshire Council Aberdeenshire IJB Abertay University Accountant in Bankruptcy Angus Council Angus IJB Argyll and Bute Council Argyll and Bute IJB Audit Scotland Ayrshire College Borders College City of Edinburgh Council City of Glasgow College Clackmannanshire and Stirling IJB Clackmannanshire Council Comhairlie nan Eilean Siar Creative Scotland Disclosure Scotland Dumfries and Galloway College Dumfries and Galloway Council Dumfries and Galloway IJB Dundee and Angus College Dundee City Council Dundee City IJB East Ayrshire Council East Ayrshire IJB East Dunbartonshire Council East Dunbartonshire IJB East Lothian Council Sustainable Scotland Network Edinburgh Centre for Carbon Innovation, High School Yards, Edinburgh, EH1 1LZ 0131 650 5326 ú [email protected] ú www.sustainablescotlandnetwork.org East Lothian IJB East Renfrewshire Council East Renfrewshire IJB Edinburgh College City of Edinburgh IJB Edinburgh Napier University Education Scotland Falkirk Council Falkirk IJB Fife College Fife Council Fife IJB Food Standards Scotland Forth Valley College Glasgow Caledonian University Glasgow City Council Glasgow City IJB Glasgow Clyde College Glasgow Kelvin College Glasgow School of Art Heriot-Watt University The Highland Council Highlands and Islands Enterprise Highlands and Islands Transport Partnership (HITRANS) Historic Environment Scotland Inverclyde Council Inverclyde IJB Inverness College UHI Lews Castle College -
NHS Guidlines
NHSScotland Identity guidelines Identikit Introduction In December 2000, Susan Deacon MSP, In this publication, the Minister said: “The public relate to and recognise Minister for Health and Community Care, the NHS. They believe their care is launched ‘Our National Health: provided by a national health service and staff take pride in the fact that a plan for action, a plan for change’ they work for the NHS. Research tells us that the variety of differently which set out a clear direction for the NHS named NHS bodies confuses the in Scotland with the aims of improving public and alienates staff. As part of our proposals to rebuild the National people’s health and creating a 21st century Health Service we will promote a new identity for the NHS in Scotland.” health service. The guidelines that follow provide an essential design toolkit to establish “Alongside the changes in NHS this new identity. The guidelines cover signage, vehicles, uniforms, stationery, boardrooms, we will re-establish literature, forms and other items. The a national identity for the aim is to replace, over time, the array of existing identities within NHS NHS in Scotland.” organisations with the single NHS identity while avoiding wastage and unnecessary expenditure. Our National Health: a plan for action, a plan for change section 3/page 31 2 Contents Section 1 Our national identity 4 Exclusion zone 6 Minimum size 6 Section 2 Identity structure 7 Essential elements 9 Identity variants 10 Caring device 12 Positioning the identity 14 Other identities 15 Working in partnership 16 Section 3 Identities for ideas & initiatives 17 Initiatives 18 Section 4 NHSScotland typefaces 19 Stone Sans 20 Arial 24 Garamond 25 Times New Roman 26 Literature 27 Section 5 Colour 28 Using colour 29 Primary colours 30 Colour palette 31 Tints 32 Printing the identity 33 3 Section One Our national identity Together, the initials ‘NHS’ and the caring symbol form the foundations of our identity. -
Health Impact Assessment of Rural Development: a Guide
Health Impact Assessment of Rural Development: a Guide SHIIAN ScotPHN May 2015 INTRODUCTION ................................................................................................................................. 3 RURAL SCOTLAND ............................................................................................................................ 4 Heterogeneity of rural areas ............................................................................................................ 7 Demography and health in rural Scotland ....................................................................................... 7 Determinants of health in rural communities ................................................................................... 9 Rural Policy .................................................................................................................................... 11 COMMON HEALTH IMPACTS OF RURAL DEVELOPMENT .......................................................... 14 Population movement .................................................................................................................... 14 Psychosocial impacts..................................................................................................................... 15 Social capital .................................................................................................................................. 15 Employment .................................................................................................................................. -
NHS Western Isles Written Submission
HS/S5/18/16/7 Submission for the Scottish Parliament Health and Sport Committee 15 May 2018 Gordon Jamieson Chief Executive, NHS Western Isles Page 1 of 329 HS/S5/18/16/7 NHS WESTERN ISLES LOCAL DELIVERY PLAN 2017/18 Filename LDP Version 2 Owner Dr Maggie Watts Director of Public Health Author Michelle McPhail Business Manager 1 Page 2 of 329 HS/S5/18/16/7 CONTENT Strategic Priority 1 – Health Inequalities and Prevention 1.1 ~ NHS Procurement Policies 1.2 ~ Employment policies supporting people to gain employment 1.3 ~ Supporting staff to support most vulnerable populations 1.4 ~ Using Horticulture as a complementary form of therapy 1.5 ~ Smoke Hebrides 1.6 ~ Health Promoting Health Service 1.7 ~ Healthy Working Lives 1.8 ~ Alcohol 1.9 ~ Obesity / Weight management 1.10 ~ Detect Cancer Early 1.11 ~ Police custody healthcare referral pathways Strategic Priority 2 – Antenatal and Early Years 2.1 ~ Duties consequent to Children and Young People (Scotland) Act 2014 – Staff development 2.2 ~ Health Visiting Strategic Priority 3 – Person Centred Care 3.1 ~ Person centred care (“Must do with Me”) 3.2 ~ Staff and public feedback 3.3 ~ Feedback and complaints – closing the loop Strategic Priority 4 – Safe Care 4.1 ~ Excellence in Care 4.2 ~ Scottish Patient Safety Programme rollout of acute programme into primary care, maternity, neonates and paediatrics and mental health services Strategic Priority 5 – Primary Care 5.1 ~ Strategic Intentions – 5.1.1 ~ Leadership and workforce 5.1.2 ~ Prioritised local actions to increase capacity 5.1.3 ~ Technology -
Public Health Reform Commission
Public Health Reform Commission Leadership for Public Health Research, Innovation and Applied Evidence Stakeholder Engagement August Engagement Event Capturing Emerging Stakeholder Views Appendix 1 1 | P a g e 21/08/2018 – Glasgow Attendees First Name Surname Job Title Organisation Mahmood Adil Medical Director NHS National Services Scotland Gillian Armour Librarian NHS Health Scotland Julie Arnot Researcher ScotPHN Hannah Atkins Knowledge Exchange Fellow University of Stirling Hannah Austin Specialty Registrar in Public Health ScotPHN Marion Bain Co-Director, Executive Delivery Group Scottish Government Rachel Baker Professor of Health Economics and Director Glasgow Caledonian University Tom Barlow Senior Research Manager Scottish Government Chief Scientist Office Corri Black Professor of Public Health University of Aberdeen Alison Bogle Library Services Manager NHS National Services Scotland Bernardette Bonello Research Associate University of Glasgow Craig Brown Environmental Services Manager South Lanarkshire Council NHS National Services Scotland - Information Duncan Buchanan Head of Service Services Division Simon Capewell Professor of Clinical Epidemiology University of Liverpool Andrew Carse Manager - Quality Improvement and Performance Angus Council Eric Chen Researcher NHS Lothian Ann Conacher ScotPHN Network Manager ScotPHN David Conway Professor of Dental Public Health University of Glasgow Phillip Couser Director Public Health and Intelligence NHS National Services Scotland Neil Craig Public Health Intelligence Principal -
Corporate Communications Strategy 2018 – 2021
NHS Forth Valley Communications Strategy 2018-2021 Table of Contents Page 1. Introduction 3 2. Aims and Objectives 4 3. Key Principles 4 4. Roles and Responsibilities 5 5. Policy Context 6 6. Key Audiences 6 7. Overview of Progress 7 8. Communication Priorities 8 9. Communication Tools 11 10. Monitoring and Evaluation 14 2 1. INTRODUCTION NHS services in Scotland have always been subject to change and this is set to continue over the next three years with work to implement NHS Forth Valley’s new Healthcare Strategy, progress health and social care integration, develop new regional delivery plans and implement key national strategies. A rising elderly population, growing numbers of people experiencing dementia and an increase in the number of people living with long-term health conditions such as diabetes, asthma and heart disease will also require new and innovative ways of working with a major shift to deliver care in people’s homes and local communities rather than in hospitals. There will also be an increasing requirement for 7 day working in both hospital and community-based health services. In addition, developments within the media and wider culture such as the increasing expansion of online media and the ever growing use of social media present require a shift in emphasis from traditional communication channels such as print media to online and digital communication channels. These changes will require a joined up approach to communications with greater partnership working at a local, regional and national level, more creative, innovative and cost-effective use of resources, innovative approaches and greater use of technology.