As part of the Bruce Keogh mortality review a new app has been launched which will give with the review, while also helping them keep up to date with its developments. that he had asked Sir Bruce Keogh, NHS medical director for England, to review the quality The final report is expected to be published in mid-July. Request PDF on ResearchGate | The Keogh review on hospital deaths healthcare failures revealed in the Francis report in February at the Mid and the Secretary of State for Health, Jeremy Hunt, asked Professor Sir Bruce Keogh, the. Identifies changes that have taken place to date and indicates that doctors are.
Sir Bruce Keogh to develop framework on the oversight of consultants in independent hospitals Sir Bruce Keogh to sir bruce keogh review report dating framework on the oversight of consultants in datiing hospitals Date of publication: Latest news Former NHS England National Medical Director, Sir Bruce Keogh, is set to lead on the creation of a new framework on how consultants are overseen in independent hospitals, it has been announced today. Key areas to be sir bruce keogh review report dating include: Governance around medical practitioners Information flows about consultants across the healthcare system including between the independent sector and the NHS Practising privileges arrangements Monitoring scope of practice Obtaining patient consent The framework is due to be published in Spring and will support operators own reporrt in ensuring the highest standards of clinical governance within their organisations. The development of a Consultant Oversight Framework will help foster a datign standardised approach to clinical governance in the sector, including better collaboration and information exchange between private and Aquarius dating signs hospitals.
Causes include: But today he sets out ten new clinical standards see board paper that describe the standard of urgent and emergency care all patients should expect seven days a week, each supported by clinical evidence and developed in partnership with the Academy of Medical Royal Colleges.
They describe, for example, how quickly people admitted to hospital should be assessed by a consultant, the diagnostic and scientific services that should always be available, and the process for handovers between clinical teams. To do this in a way that is financially and clinically sustainable, NHS providers and commissioners should explore new ways of working — in networks, collaboratives, and federations — that consider distribution of services between organisations.
Sir Bruce says delivering the standards should be part of the five year strategic plans being developed by clinical commissioning groups all over the country. He says a similar set of standards is already being developed for primary care. It should: Incorporate progressively the ten clinical standards in hospital contracts with sanctions for non-compliance.
Financial incentives, through a system called Commissioning for Quality and Innovation CQUIN , should be encouraged, based on the standard for time from arrival to consultant assessment. Publish information on how the clinical standards are being met over seven days in a format that is accessible and comparable. This will enable the public to see what their local healthcare providers are doing and to hold them to account.
Applying to the fund, clinical commissioning groups and local authorities should show they are addressing the need for services at weekends that support patients being discharged from hospital and prevent unnecessary admissions. He also suggests that NHS England should: Ask the Care Quality Commission to consider how to assess implementation of the standards.
Sir Bruce says the CQC is likely to assess availability of weekend services as part of its assessment of hospital safety. Those hospitals in special measures are as follows: North Cumbria University Hospitals NHS Trust, where the panel found evidence of poor maintenance in two operating theatres, which were closed immediately. Burton Hospitals NHS Foundation Trust, where the panel found evidence of staff working for 12 days in a row without a break.
The panel also witnessed a patient who was inappropriately exposed where there were both male and female patients present. Sherwood Forest Hospitals NHS Foundation Trust, where patients told of being unaware of who was caring for them, of buzzers going unanswered and poor attention being paid to oral hygiene.
East Lancashire NHS Trust, where the panel highlighted issues of poor governance, inadequate staffing levels and high mortality rates at weekends.
Patients and their families complained of a lack of compassion and being talked down to by medical staff whenever they expressed concerns. George Eliot Hospital NHS Trust, where the panel identified low levels of clinical cover - especially out of hours, a growing incidence of bed sores and too many unnecessary shifting of patients between wards. And Buckinghamshire Healthcare NHS Trust, where the panel found significant shortcomings in the quality of nursing care relating to patient medication, nutrition and observations, and heard complaints from families about the way patients with dementia were treated.
For these 11 Trusts, special measures will mean that: Each hospital will be required to implement the recommendations of the Keogh review, with external teams sent in to help them do this.
Their progress will be tracked and made public; The TDA or Monitor will assess the quality of leadership at each hospital, requiring the removal of any senior managers unable to lead the improvements required; and Each hospital will be partnered with high-performing NHS organisations to provide mentorship and guidance in improving the quality and safety of care.
Whilst there were still concerns about the quality of care provided, Monitor has confidence that the leadership teams in place can deliver the recommendations of the Keogh review and will hold them to account for doing so. Mr Speaker, this is a proportionate response in line with the findings of the review.
Inevitably there will be widespread public concern not just about these hospitals but about any NHS hospital - and some have chosen to criticise me for pointing out where there are failures in care. But the best way to restore trust in our NHS is transparency and honesty about problems, followed by decisiveness in sorting them out.
The public need to know that we will stop at nothing to give patients the high-quality care they deserve for themselves and their loved-ones. I shall update the House in the autumn on all of the wide-ranging measures that we are implementing, when the House will be given a chance to debate this in government time. Conclusion Mr Speaker, the NHS exists to provide patients with safe, compassionate and effective care. In the vast majority of places it does just this — and we should remember that there continues to be much good care even in the hospitals reviewed today.
But just as we cannot tolerate mediocre or weak leadership, nor must we tolerate any attempts to cover up such failings. It is never acceptable for government ministers to put pressure on the NHS to suppress bad news - because in doing so they make it less likely that poor care will be tackled.
We have today begun a journey to change this culture. Those 14 failing hospital Trusts are not the end of the story. Where there are other examples of unacceptable care we will find them and we will root them out. Under the new rigorous inspection regime led by the Chief Inspector of Hospitals, if a hospital is not performing as it should, the public will be told. If a hospital is failing, it will be put into special measures with a limited time period to sort out its problems.