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Healthcare Science Delivery Plan and linking Rehab Technology to Scottish Government Policy

This article discusses the importance of integrating healthcare science and rehabilitation technology in Scottish government policy. It highlights the impact of healthcare science on the population, economy, and sustainability. The article also explores the integration of health and social care, engagement, data sharing, workforce, and financial integration. It emphasizes the role of the health workforce, leadership, and accountability in delivering integrated services and reducing unnecessary tests and interventions.

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Healthcare Science Delivery Plan and linking Rehab Technology to Scottish Government Policy

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  1. Healthcare Science Delivery Plan and linking Rehab Technology to Scottish Government Policy Rob Farley Healthcare Science Programme Director robert.farley@nes.scot.nhs.uk TeachRT 6th Nov 2014 Edinburgh

  2. Why is this important? • Population • Economics • Sustainability • National choices Policy

  3. Integration of Health and Social Care • NHS = Safe, Effective & Person Centred • 25th Feb 2014: Public Bodies (Joint Working) (Scotland) Bill. • Directs Health Boards and Local Authorities to collaborate on:

  4. Adult social care • Adult community health • Some adult acute health • May also include children's services Engagement, Data sharing, Workforce, Financial integration, Dispute resolution, Integration Joint Boards, Delivery, Liability, Complaints

  5. So what! • Healthcare Science size / impact 4th clinical group, 5% of NHS, 80% of time • Patient facing components • Elements at the community interface • Specialties serving the very population driving service reform (Elderly, LTCs....) Rehabilitation Technology... including wheelchair and special seating services

  6. Harnessing the Health Workforce • Chief Health Professions Officer (Scottish Government policy lead) • Allied Health Professions & HCS • Safe Accurate and Effective 2007 • HCS Leads / ‘14-17 National Delivery Plan • AHP ‘12-15 Delivery Plan

  7. AHP Delivery Plan 2012-15 AHPs as Agents of Change in Health and Social Care – The National Delivery Plan for the Allied Health Professions 2012-2015 Networks of AHP Leads Performance targets Accountability

  8. AHP Delivery Plan 2012-15 • Leadership • Integrated health and social care teams • Developing new models of care • Health outcomes • Efficiency (£ downturn)

  9. HCS Delivery Plan 2014-17 • Consultation ended late Sept 2014 • Publication expected early 2015 • Healthcare Science Leads – Boards • HCS Leads network emerging • HCS Officer Karen Stewart • Life Sciences Lead – Mike Gray • Physiology & Physical Sciences leads TBC • Demand management TBC

  10. Proposals consulted • Leadership for change. • Delivering integrated services in the community: reducing costs and improving outcomes. • Reducing unnecessary tests and interventions. • Workforce reprofiling /competency framework.

  11. Leadership • HCS Lead • HCS Forum – Board inclusion • Mutual support and development • Network to promote best practice • Local improvement champions (CAP) • Work with HIS to auditable standards • Boards to use HCS QA expertise • Integrated models of service – physical sciences Accountability for Delivery Plan outcomes

  12. Integrated services • Work with partners to develop training for community-based diagnostics. • Involved [through POCT committees] in equipment selection and maintenance. • Address medical equipment management risks - develop strategies to increase patient safety and reduce waste

  13. Reducing unnecessary tests and interventions. • Boards and HCS lead to identify demand-control measures • National Lead, Board Leads and service managers: measure inappropriate testing & collect baseline data. • Establish agreed national testing strategies for common diagnostic pathways.

  14. Workforce reprofiling /competency framework. • Disseminate HCS extended roles • Develop assistant/associate-grade staff. • Training pathways for higher specialist scientists as standard for consultant-level appointments • National medical workforce planning to account for HCS role in clinical teams.

  15. In summary... • Leadership • Integrated health and social care teams • Developing new models of care • Health outcomes • Efficiency A H P • Leadership for change. • Integrated services in the community: • reducing costs and improving outcomes. • Reduce unnecessary tests and interventions. • Workforce reprofiling. H C S

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