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Rcpsych Wales 2020 Highlights Report. 2020 Has Been a Year Full of Challenges, a Year Full of Adaptation
RCPsych Wales 2020 Highlights Report. 2020 has been a year full of challenges, a year full of adaptation. It felt right to highlight some of the achievements, and reflect on the strength shown by the Psychiatry community in Wales. We hope you enjoy this short report. Dr Clementine Maddock, Vice-Chair Ollie John, Manager Royal College of Psychiatrists Wales In July, Prof Keith Lloyd came to the end of his term of office as Chair of RCPsych Wales, and was succeeded by Dr Maria Atkins. We owe a great deal to Keith and he departed on the announcement of several further notable achievements: Wales saw the highest % of members attaining fellowship across any region of the UK, and the highest % of members voting for the RCPsych presidential elections. In 2019 and 2020, Wales has achieved an 100% fill rate into core training, and between 2019 and 2020, Wales achieved the highest fill rate for specialty training across the UK at 92%. Whilst a number of projects initiated and overseen during his tenure are littered throughout this report, we’ll be issuing a report on his full term of office in February. Thank you Keith and welcome Maria Recognition Wales saw much recognition at this year's RCPsych Annual Awards, the first virtual award ceremony that the College has held. CWTCH Cymru won RCPsych Team of the Year in recognition for there work in Sustainability. Veryan Richards was awarded a presidential medal for her work in advocating the patient representative voice. Prof Sir Mike Owen, Cardiff University, was awarded an honorary fellowship in recognition of this work in neuroscience. -
Nhs Wales Covid 19 Operating Framework - Quarter 2 (20/21) 1
NHS WALES COVID 19 OPERATING FRAMEWORK - QUARTER 2 (20/21) 1. PURPOSE In line with the shorter planning cycles that we have agreed for 20/21, the purpose of this document is to provide the NHS with an Operating Framework for Q2 and a look ahead to the rest of the year. This framework will build on the themes and principles from Q1, based on a “proceed with caution” approach and will continue to focus on the four harms; 2. CONTEXT There have been a number of developments since the publication of the Operating Framework Guidance for Q 1. In Wales lockdown measures are being eased in a steady and cautious approach, in line with the Welsh Government’s recovery plan, focused on maintaining and controlling the Rt value. In parallel with this, the Test, Trace, Protect Programme has been launched across Wales to improve access to testing and contact tracing to help contain and isolate the virus. Health Boards, Local Authorities, NWIS, Public Health Wales and our military colleagues have been working hard to implement this at scale and pace and this will continue to develop and evolve in Q2. From an NHS perspective, although our understanding of the virus is improving there is still a high degree of uncertainty in the months ahead. This will continue to make planning challenging as we interpret modelling, and as evidence about the virus requires us to continually update guidance and policies in this area at pace. Since the first COVID-19 peak in April the NHS in Wales has been developing and implementing its plans for a dual track approach to delivery of services across all care settings. -
The Governance of the NHS in Scotland - Ensuring Delivery of the Best Healthcare for Scotland Published in Scotland by the Scottish Parliamentary Corporate Body
Published 2 July 2018 SP Paper 367 7th report (Session 5) Health and Sport Committee Comataidh Slàinte is Spòrs The Governance of the NHS in Scotland - ensuring delivery of the best healthcare for Scotland Published in Scotland by the Scottish Parliamentary Corporate Body. All documents are available on the Scottish For information on the Scottish Parliament contact Parliament website at: Public Information on: http://www.parliament.scot/abouttheparliament/ Telephone: 0131 348 5000 91279.aspx Textphone: 0800 092 7100 Email: [email protected] © Parliamentary copyright. Scottish Parliament Corporate Body The Scottish Parliament's copyright policy can be found on the website — www.parliament.scot Health and Sport Committee The Governance of the NHS in Scotland - ensuring delivery of the best healthcare for Scotland, 7th report (Session 5) Contents Introduction ____________________________________________________________1 Staff Governance________________________________________________________3 Staff Governance Standard _______________________________________________3 Monitoring views of NHS Scotland staff______________________________________4 Staff Governance - themes raised in evidence ________________________________4 Pressure on staff - what witnesses told us __________________________________5 Consultation and staff relations __________________________________________6 Discrimination, bullying and harassment _________________________________7 Whistleblowing_________________________________________________________8 Confidence to -
Spice Briefing Pàipear-Ullachaidh Spice Primary Care in Scotland
SPICe Briefing Pàipear-ullachaidh SPICe Primary Care in Scotland Lizzy Burgess This briefing outlines how primary care operates in Scotland to inform the Scottish Parliament's Health and Sport Committee's inquiry into "What does primary care look like for the next generation?". 29 May 2019 SB 19-32 Primary Care in Scotland, SB 19-32 Contents Executive Summary _____________________________________________________4 Primary Care ___________________________________________________________5 The Case for Change ____________________________________________________6 Experiences of care ____________________________________________________7 Primary Care Policy _____________________________________________________9 The Primary Care Team _________________________________________________ 11 Regulation of Healthcare Professionals ____________________________________14 Workforce Planning ____________________________________________________15 Workforce Data _______________________________________________________16 Training _____________________________________________________________18 Cost of Training _____________________________________________________19 Cost of Primary Care ___________________________________________________21 Cost Book ___________________________________________________________22 Paying for Services ____________________________________________________23 Primary Care Service Planning ___________________________________________24 Independent Contractors ________________________________________________26 The 2018 Scottish General Medical -
Calling Time for Change
CALLING TIME FOR CHANGE ALCOHOL HARM REDUCTION STRATEGY 2020 - 2024 The North Wales Area Planning Board Foreword This Alcohol Harm Reduction Strategy for North Wales has been produced on behalf of the North Wales Area Planning Board, working in collaboration with partners across the region. It is the first one that has been produced for North Wales and builds on the North Wales Substance Misuse Needs Assessment. It also aligns with the Welsh Government Substance Misuse Delivery Plan 2019-2022 which seeks to reduce the harms associated with substance misuse, including alcohol, to the individual and wider society. Alcohol is thoroughly integrated into all aspects of society and our culture, is widely available, and has become increasingly affordable. Where alcohol is drunk sensibly it is enjoyed by many. However, alcohol is a strong drug with serious health implications. Alcohol misuse has a marked effect on the physical and mental health wellbeing of the individual, as well as affecting their family and wider society. Alcohol misuse is strongly linked to crime and disorder, antisocial behaviour, assault and domestic violence. Alcohol misuse is a major cause of death and illness in Wales with around 1,500 (one in twenty of all deaths) deaths each year being attributable to alcohol. There is no single organisation well placed to address all the harmful impacts of alcohol. This strategy sets out our partnership commitment to reduce the harms of alcohol misuse over the next 5 years and will require a collaborative approach across the region whilst also addressing local issues. This is why the strategy has been developed in partnership and is endorsed by me, as Chair of the North Wales Area Planning Board, on behalf of strategic partners for substance misuse (alcohol). -
Welsh Ambulance Service NHS Trust Evidence Submission National
Cynulliad Cenedlaethol Cymru National Assembly for Wales Y Pwyllgor Iechyd, Gofal Cymdeithasol Health, Social Care and Sport a Chwaraeon Committee Ymchwiliad i iechyd meddwl yng Inquiry into Mental health in Policing nghyd-destun plismona a dalfa’r and Police Custody heddlu HSCS(5) MHP23 Ymateb gan Ymddiriedolaeth GIG Evidence from Welsh Ambulance Gwasanaeth Ambiwlans Cymru Services NHS Trust Welsh Ambulance Service NHS Trust Evidence submission National Assembly for Wales Health and Sport Committee Inquiry into mental health in policing and police custody Introduction 1. The Welsh Ambulance Services NHS Trust (WAST) welcomes the opportunity to submit evidence to the Committee’s inquiry into mental health in policing and police custody. We hope that this evidence supports the Committee in its inquiry and we would welcome the opportunity to provide further evidence in person should the Committee require it. 2. Our Mental Health Improvement Plan aims to improve our response to people in mental health crisis through better training of our people, developing better pathways for the public and improved mental wellbeing in our staff. We have already trained a fifth of front line staff in mental health interventions, we have rapid access to mental health intervention for our staff in place and we work in partnership with police colleagues to improve our response to people in crisis. 3. Our evidence will focus on our capacity to respond to people in crisis, the challenges of identifying mental health demand across the system, existing conveyance arrangements and our proposals for supporting and working towards a single crisis care model for Wales. Capacity to respond 4. -
The Four Health Systems of the United Kingdom: How Do They Compare?
The four health systems of the United Kingdom: how do they compare? Gwyn Bevan, Marina Karanikolos, Jo Exley, Ellen Nolte, Sheelah Connolly and Nicholas Mays Source report April 2014 About this research This report is the fourth in a series dating back to 1999 which looks at how the publicly financed health care systems in the four countries of the UK have fared before and after devolution. The report was commissioned jointly by The Health Foundation and the Nuffield Trust. The research team was led by Nicholas Mays at the London School of Hygiene and Tropical Medicine. The research looks at how the four national health systems compare and how they have performed in terms of quality and productivity before and after devolution. The research also examines performance in North East England, which is acknowledged to be the region that is most comparable to Wales, Scotland and Northern Ireland in terms of socioeconomic and other indicators. This report, along with an accompanying summary report, data appendices, digital outputs and a short report on the history of devolution (to be published later in 2014), are available to download free of charge at www.nuffieldtrust.org.uk/compare-uk-health www.health.org.uk/compareUKhealth. Acknowledgements We are grateful: to government statisticians in the four countries for guidance on sources of data, highlighting problems of comparability and for checking the data we have used; for comments on the draft report from anonymous referees and from Vernon Bogdanor, Alec Morton and Laura Schang; and for guidance on national clinical audits from Nick Black and on nursing data from Jim Buchan. -
What's the Matter with the NHS in Wales?
What’s the matter with the NHS in Wales? – Some frequently asked questions 1) Are there really doctor shortages? Yes. For a few years now there has been a problem with a shortage of some types of doctors in the UK. The worst problems are in Paediatrics; Emergency Medicine (A&E); Surgery; Anaesthetics; Medicine; Obstetrics and Gynaecology, and Psychiatry. Not having enough doctors, particularly those in the middle-grade ranks (senior juniors, so to speak); is making it very difficult maintain safe medical rotas. This is making some services vulnerable because without enough doctors they become unsafe. No-one wants to run services which we know are unsafe, and where patients could come to harm as a result. The doctor shortage issue sometimes reaches a crisis point and forces urgent changes. Neath Port Talbot Hospital is a case in point. We couldn’t recruit enough doctors to keep a safe acute medicine service, and had to then urgently move the service to other hospitals. It’s not the first time doctor shortages have caused us problems. The Children’s Ward at Singleton Hospital had to merge with the one in Morriston Hospital in 2009 because of a shortage of paediatricians. In 2008 the Minor Injury Unit at Singleton Hospital kept closing at very short notice because we just didn’t have enough A&E doctors. In the end GPs stepped in, and we also had to reduce the hours it was open. So doctor shortages have been with us for a while … but the problem is getting worse. Even though we have a higher doctor head-count than in the past, we still don’t have enough to run modern-day NHS services. -
National Framework for Service Change in the NHS in Scotland
National Framework for Service Change in the NHS in Scotland Drivers for Change in Health Care in Scotland National Planning Team May 2005 Contents. 1. Introduction 2 2. The changing population, patterns of ill-health 3 and the health service response 3. Health Inequalities 35 4. Patient Expectations 39 5. Remoteness and Rurality 42 6. Finance and Performance 44 7. Workforce 48 8. Clinical Standards and Quality 65 9. Medical Science 70 10. Information and Communication Technology 75 11. Conclusion 80 1 1. Introduction This paper pulls together, for the first time, the key factors driving change in Scotland’s health care system. Much of the information is already in the public domain but in this analysis we attempt to examine the inter-dependency of the various drivers and to seek to provide some clarity about what they mean for the future shape of the health service in Scotland. The position is complex. Not all of the factors driving change point in the same direction. But the implications are obvious: • change is inevitable • given the complexity of the drivers, planning for change is essential • “more of the same” is not the solution – to meet the challenge of the drivers will require new ways of working, involving the whole health care system in the change process. We do not attempt in this document to provide solutions. Rather, we seek to inform a debate about what those solutions might be. That debate needs to involve patients, the public, NHS staff and our clinical leaders. Its outcome will have considerable influence on the development of the National Framework for Service Change and its subsequent implementation. -
NHS Wales Planning Framework 2018/21 , File Type
NHS Wales Planning Framework 2018/21 © Crown copyright 2017 WG32971 Digital ISBN 978-1-78859-543-8 Mae’r ddogfen yma hefyd ar gael yn Gymraeg / This document is also available in Welsh. CONTENTS Message from the Cabinet Secretary for Health, Well-being and Sport Message from the Chief Executive of the NHS in Wales Introduction Part 1: Strategic and Policy Context Part 2: Delivery Expectations Part 3: Technical document Governance Specific guidance Tools and links Appendix A: Good Governance Institute maturity matrix Appendix B: NHS Finance (Wales) Act 2014 Appendix C: Templates Appendix D: WEDS workforce planning resource pack 2 Message from the Cabinet Secretary for Health, Wellbeing and Sport I am delighted to be introducing the NHS Wales Planning Framework for 2018/21. This sets out the principles that will underpin your 2018/21 Integrated Medium Term Plans (IMTPs). I know how much work goes into both producing and implementing your plans. I see for myself as I visit various organisations how dedicated and committed our staff are and I know how fortunate we are in NHS Wales to have such professional and caring staff providing excellent care for our patients. I am very grateful to you all for your hard work for the NHS in Wales. Our National Strategy “Prosperity for All” has now been published. As a Government, we are committed to delivering the wellbeing objectives linked to Healthy and Active. This Framework sets out how we can develop and implement plans that meet the wellbeing objectives linked to this. We need to: Deliver quality health and care services fit for the future; Promote good health and well-being for everyone; Build healthier communities and better environments. -
NHS Scotland – Secure in the UK
NHS Scotland – secure in the UK Briefing note April 2016 Scotland In Union is a non-party movement which unites people around a positive view of Scotland in the UK. We are a not-for-profit organisation. We have supporters from all points on the political spectrum, and many diverse views about how to improve life in the Scotland. This briefing note is designed to help make the case for a stronger Scotland in the UK. For more information, please see www.scotlandinunion.co.uk NHS Scotland – secure in the UK Healthcare in Scotland is entirely devolved to the Scottish Parliament, which can decide on both overall policy and financing of the NHS. Nationalists have made misleading claims that cuts to the NHS at the UK level could adversely affect Scotland. In fact it is the current nationalist administration that has cut spending in Scotland relative to the rest of the UK. Moreover independence would gravely threaten public funding of the NHS. Scotland needs a debate on healthcare based on evidence and outcomes in an international context rather than the NHS being used as a political football by nationalists. Healthcare – a fully devolved public service Power over Scotland’s healthcare was devolved from the outset to the Scottish Parliament in 1999. The NHS has always been one of the main responsibilities of Holyrood, with decisions about how the service is organised and financed made by Scottish ministers. It is quite clear that one of the main purposes of devolution was to ensure that decisions about major public services like the NHS were made in Scotland and not decided at the UK level. -
Delivering a Five-Year Service, Workforce and Financial Strategic Framework for NHS Wales
Delivering a Five-Year Service, Workforce and Financial Strategic Framework for NHS Wales Project summary and recommendations Executive summary June 2010 F0891011 © Crown Copyright 2010 CONTENTS Preface from Paul Williams, Director General, Health and Social Services, and Chief Executive, NHS Wales 2 Introduction – The Challenge 3 The Vision 5 The Principles 6 The Opportunity and the Approach 7 Realising the Vision 8 Annex 1 – The Portfolio of National Programmes 10 - 1 - Preface The Minister for Health and Social Services commissioned a major reform of the structures of NHS Wales in 2008/09, which has now been successfully completed. Alongside that, with her approval, I commissioned work on developing a Five-Year Service, Workforce and Financial Strategic Framework for NHS Wales. What I did not want was a fixed, inflexible plan for the next five years, based on the implausible idea that we could forecast and control future demand and resources across one of the most complex organisations in the UK. What I did want, and what we now have, is a framework for integration and transformation. We know what the task is – better health for all and services as good as any in the world. We have new structures that promote integrated thinking and working across NHS Wales and close collaboration with our partners. The framework will set out how we will achieve this. This document is not the framework – or rather it is a part of it, the evidence base. The overall framework is a set of documents, processes and behaviours that will drive action and govern our advance towards our goals.