Navigating new waters: The NHS’s response to financial strain and industrial action

Decorative Image

The recent communication from NHSE, referencing the letter titled ‘Addressing the significant financial challenges created by industrial action in 2023/24’, brings to the forefront the significant challenges that the NHS faces. This blog aims to dissect these challenges and ponder on the potential responses that healthcare providers might need to consider in these tumultuous times.

The year 2023/24 has been a period of unprecedented strain for the NHS, in part due to industrial action. This has not only led to a financial burden estimated at around £1 billion but also impacted patient care, particularly in elective and urgent services.

Challenges highlighted by the letter:

* Achieving financial balance: The foremost challenge is attaining a financial equilibrium. The industrial action has led to unexpected expenditures, complicating the already intricate financial landscape of the NHS.

* Prioritising patient safety and care: Healthcare providers are under pressure to prioritise patient safety, emergency services, and urgent care. This entails a careful balancing act, ensuring that critical services remain unhampered while managing limited resources.

* Rapid planning and response: The letter calls for a swift, two-week planning exercise. This rapid response is crucial but challenging, given the complexities involved in healthcare planning and delivery.

* Managing elective care amidst reduced targets: With a reduction in elective activity targets, healthcare providers must strategise effectively to manage long patient waits, especially for urgent and cancer care, within the new constraints.

* Strategies for healthcare providers:
– Efficiency and innovation: Embracing efficiency in operations and innovative patient care models could be key. This might include leveraging digital health technologies to streamline processes and improve patient engagement.

– Collaborative efforts: The role of Integrated Care Boards (ICBs) and trusts will be pivotal. Collaborative planning and resource sharing could help mitigate the impact of financial and operational constraints.

– Flexibility and adaptability: Providers must be prepared to adapt to changing scenarios, including the possibility of continued strikes. This includes having contingency plans and being able to pivot quickly.

The journey ahead for the NHS is fraught with challenges, yet it’s filled with opportunities for growth and innovation. Healthcare providers are at a critical juncture where strategic planning, innovative solutions, and collaborative efforts are more important than ever. Balancing financial limitations with the commitment to excellent patient care will test the resilience and adaptability of our healthcare system. However, with the collective effort of all stakeholders, we can navigate these turbulent waters and continue to uphold the high standards of care that the NHS is known for.

We strongly encourage healthcare professionals, policymakers, and interested parties to engage in a meaningful dialogue. Sharing experiences and strategies will be crucial in shaping an effective response to these challenges. For those seeking further information on how we can help navigate this, you can find more information on our clinical redesign and provider collaboration page.

https://www.midlandsandlancashirecsu.nhs.uk/offer/clinical-redesign-and-provider-collaboration/

A blog by Nicola Ainscough, Head of System Delivery at MLCSU.

Navigating Winter challenges with a proactive resilience strategy

Our strategy in navigating winter challenges enabled real-time monitoring and prompt adjustments in Urgent and Emergency Care capacity, significantly improving patient outcomes and decision-making processes in the NHS during a critical period.

Background

NHS Midlands and Lancashire CSU (MLCSU) were approached by the National Health Service England (NHSE) to build a report on six key measures which they had selected to monitor Urgent and Emergency Care (UEC) capacity and resilience ahead of an expected busy winter due to Covid and flu.

These measures entailed:

– 111 call abandonment

– Mean 999 call answering times

– Category 2 ambulance response times

– Average hours lost to ambulance handover delays per day

– Adult general and acute type 1 bed occupancy

– Percentage of beds occupied by patients who no longer meet the criteria to reside.

Action

To monitor UEC capacity and resilience using the selected six key measures, our business intelligence team collaborated with system providers and used existing data sources from daily UEC Sitrep, North West Ambulance Service (NWAS) portal, and national discharge sitrep to gather the required data. Our team also augmented the six key measures with other metrics to make them more meaningful.

Our Business Intelligence team monitored trends, cause and effect, and predicted change in the UEC services to develop comprehensive reporting that met the customer’s needs. This enabled NHSE to monitor UEC capacity and resilience in real-time, make any necessary adjustments promptly, and ensure that the UEC services were better equipped to handle the expected pressures during the busy winter season due to Covid and flu.

Impact

We established new data sources and temporary collection arrangements which enabled NHSE to monitor UEC capacity and resilience in real-time, allowing for prompt adjustments to be made to handle the expected pressures during the busy winter season due to Covid and flu. We recognised that the six key measures did not allow for triangulation or the ability to see the cause and effect of performance changes over time. To address this, we collaborated with the system via the Lancashire and South Cumbria (LSC) System Control Centre (SCC) to ensure that the six key measures were supported by data that would monitor trends, cause and effect, and predict changes.

As a result, LSC colleagues were better informed when making decisions around mutual aid, NWAS diverts, admission avoidance, re-patriating patients, Operational Pressures Escalation Levels (OPEL) capacity protocol, and pressure predictions for individual providers. The addition of extra filters allowed the data to be viewed for specific days or dates, with colour code formatting highlighting any exceptions immediately. This ensured that UEC services were better equipped to handle the expected pressures during the busy winter season, improving outcomes for patients across acute providers, mental health, social services, and the community.

Feedback

“The data and reports that were produced by the Commissioning Support Unit in a very short timescale, provided an accurate and effective visual representation of our system’s performance against key urgent and emergency care metrics last winter, as required by the nationally mandated Urgent and Emergency Care Board Assurance Framework. They were included in important Board and Executive papers to enable clear oversight of performance and progress against the assurance framework, and they were also used by the System Coordination Centre.”

Craig Frost, Associate Director of Urgent and Emergency care, Lancashire & South Cumbria ICB

New podcast: How automated innovations are helping to reduce hospital waiting times

Recorded live at the Digital Healthcare Show 2023, host Andy Downton engages in a captivating conversation with Priyantha Jayawardane, Deputy Director of the Digital Innovation Unit at NHS Midlands and Lancashire CSU.

Listen to “Inside MLCSU” online, or download via Spotify, Apple Podcasts and Amazon Music.

New episode: How automated innovations are helping to reduce hospital waiting times.

In this episode, Priyantha sheds light on how digital advancements are revolutionising productivity within the NHS, particularly at a critical time when waiting lists are at an all-time high. Discover how the implementation of remote monitoring, digital pathways for remote treatment, and robotic process automation are making a significant impact. These technologies are not just reducing hospital admissions but are also enabling skilled NHS staff to focus on high-value tasks, ultimately enhancing patient care.

A must-listen for anyone interested in how digital innovation is shaping the future of healthcare. It’s an insightful exploration of the necessity of prevention, early detection, and the role of technology in transforming healthcare services.

For more insights and information about our Digital Innovation Unit and its initiatives, you can visit our page: MLCSU Digital Innovation Unit.

Case studies highlighted in the podcast:

Using automation to reduce waiting lists: A detailed look at how a hospital trust tackled backlog issues through a combination of chatbot technology, risk stratification, and AI. https://www.midlandsandlancashirecsu.nhs.uk/case-studies/using-automation-to-reduce-waiting-lists/

Automation across two Integrated Care Systems: Explore how automated chatbots, robotic process automation, and human call agents helped contact over 80% of patients on waiting lists across two integrated care systems (ICSs), leading to significant reductions in wait times. This initiative was also a finalist for an HSJ Partnerships Award 2023 in the ‘Best Elective Care Recovery Initiative’ category.
https://www.midlandsandlancashirecsu.nhs.uk/case-studies/using-automation-to-reduce-waiting-lists-across-two-icss/

Enhancing equality impact assessments at Terrence Higgins Trust

Decorative image

The Inclusion Unit’s workshops significantly improved Terrence Higgins Trust’s approach to equality impact assessments, fostering deeper engagement, understanding, and a shift towards more inclusive and effective decision-making processes.

Background

Terrence Higgins Trust (THT), a leading UK HIV (human immunodeficiency virus) and sexual health charity, reached out to NHS Midlands and Lancashire CSU (MLCSU) Inclusion Unit for expertise in enhancing its Equality Impact Assessment (EIA) process. Our mission was to foster a culture of inclusive decision-making within THT.

Action

Commissioned by THT, our team conducted interactive workshops to delve into the current EIA practices and explore areas for improvement. These workshops, tailored to service leads and directors, focused on:

– Understanding key equality legislation
– Principles of inclusive decision making
– Developing a robust EIA system
– Crafting thorough and meaningful EIAs

Impact

The workshops led to notable advancements in THT’s EIA process:

– Enhanced engagement: We observed a shift in perspective towards EIAs, with teams actively engaging rather than viewing it as a mere procedural task.
– Deeper understanding: There was a marked increase in the comprehension of EIA’s importance, particularly in aligning them with THT’s operational systems.
– Positive reception: Feedback highlighted the workshops’ vibrancy and the practical, actionable insights provided by our trainers.
– Impartial perspective: Bringing an external viewpoint was seen as beneficial for an unbiased assessment of the EIA process.

Future Steps

THT is now moving towards integrating a more robust EIA corporate methodology. The Inclusion Unit will assist in this transition by evaluating the current position and recommending tailored actions. This comprehensive approach will encompass system and process enhancements, governance restructuring, documentation overhaul, and mentorship programs for EIA leads.

Feedback

“The Inclusion Unit listened to our requirements, fully researched our organisation to understand our values which certainly helped how the training was pitched. Feedback from colleagues across the organisation has been positive, with attendees feeling they gained confidence in EIAs through the training.”

Glenda Bonde | Director of Equity, Diversity and Inclusion | Terrence Higgins Trust

Driving healthcare transformation through data-driven intelligence

We achieved a system-wide enhancement in healthcare service delivery, decision-making efficiency, and operational effectiveness through advanced data management and performance analytics.

Background

In 2020, the Lancashire and South Cumbria (LSC) area started special health networks following a national plan. These networks, called Integrated Care System (ICS) networks, aim to make health services better by working together on big projects. This includes hiring staff, funding requests, and planning how to use resources at an ICS level. These networks bring together all major hospitals and a central team of experts in areas like change management, hiring, technology, buying, and data. In 2021, NHS Midlands and Lancashire CSU (MLCSU) was asked to help the Diagnostic Imaging Network (DIN) with tasks like gathering, analysing, and showing data.

Action

Since our appointment, our collaboration with the network’s professionals has been pivotal in spearheading and sustaining key initiatives:

– Spearheaded the formation and oversight of a data workstream

– Launched a capacity and demand model tailored for the LSC, allowing for the alignment of healthcare resources with patient needs

– Innovated a localised imaging dataset, which is a crucial repository for medical imaging data, specific to our region

– Established a performance dashboard at the ICS level, providing a comprehensive view of our operational achievements and areas for improvement.

Impact

By offering business intelligence support to the LSC Diagnostic Imaging Network (DIN), we’ve set up wide-reaching methods for system modelling, data analysis, and monitoring performance. These methods have been crucial in providing solid evidence to support the hiring of new staff, the purchasing of equipment, and planning operations.

Operating from a central hub, the MLCSU can accurately and securely process data from the four trusts, both on a national scale and at an individual level. Our essential tools and resources have been fundamental in advancing the network’s projects. The smooth flow of data, our data-sharing agreements, and tools like the Aristotle platform have significantly enhanced the success of each project we undertake.

Our pre-established connections with healthcare providers throughout the system give us a broad network that enables quick and effective data access, prompt responses to inquiries, and facilitates swift advancements within the system.

In 2023, the remarkable work of the LSC DIN was recognised by a nomination for the HSJ Awards, intended to showcase its beneficial impact beyond the Northwest region. Our neighbouring System DINs within the Northwest are already looking to adopt similar initiatives, acknowledging the positive ripple effect our efforts have had throughout the NHS.

As LSC continues to introduce more diagnostic networks, there’s a clear trend of these new networks wanting to replicate the DIN’s successful framework and projects. This movement serves as a testament to the significant and positive influence our network has established, particularly in the realm of data management, serving as a model and benchmark for others to follow.

Feedback

“Ross has been a real asset to the Diagnostic Imaging Network team. He has provided business intelligence specialist expertise as an embedded programme resource, building strong relationships to work collaboratively with key stakeholders within our acute trusts. The development of a suite of business intelligence driven ‘products’, housed within an online network dashboard which sits on the MLCSU Aristotle platform, supports accurate, consistent reporting against national targets, a focus on performance improvement, identification of mutual aid opportunities, capacity and demand modelling, and the provision of evidence to support service and business planning.”

Claire Kindness-Cartwright | Senior Programme Manager | LSC Diagnostic Imaging Network.

New podcast: Our Head of Safeguarding on a complex mental capacity case

Welcome to our new podcast series, “Inside MLCSU”, and our first episode about the intricate case of Rose – a patient who divided opinion. “Empowering Rose – supporting patients through the Court of Protection” explores the complexities of Rose’s physical and mental health and tells the story of a multi-disciplinary team as they navigated the Mental Capacity Act and the Court of Protection to ensure that Rose received the care she needed and her wishes were respected.

Listen to “Inside MLCSU” online, or download via Spotify, Apple Podcasts and Amazon Music.

Cases involving the Court of Protection and Deprivation of Liberty (CoPDoL) are a highly specialised aspect of the work carried out by Integrated Care Boards (ICBs). These cases are vital in safeguarding individuals from unlawful deprivation of their liberty while upholding the principles of mental capacity, best interests, and best practices.

How does one provide care for a patient who struggles to follow medical advice and act in their own best interest? What do you have to consider when doubts arise about a person’s mental capacity to make decisions? How are the procedures of the Mental Capacity Act and the Court of Protection applied, and who is best suited to oversee this process? How can the patient’s needs and desires remain at the forefront of decision-making? These are some of the questions answered by Julie Harrington, Head of Safeguarding at NHS Midlands and Lancashire CSU.

Mental health and conducting mental capacity assessments are complex matters. Often, even the professionals can disagree, and a multi-disciplinary team is needed to find the best solution for the patient.

Rose had complex mental and physical health issues, and our team worked tirelessly to support her when she could no longer make decisions about her care. Throughout this process, we made sure to prioritise Rose’s wishes.

However, mental capacity assessment and Court of Protection proceedings can be resource-intensive and add to the workload of your staff. This is where our team excels – with our highly-specialised experts including mental health nurses and social workers with clinical and non-clinical backgrounds, most of whom have Best Interest Assessor training. We help ICBs with complex cases where deprivation of liberty may be in the best interest of the patient, and we prepare the legal documents at a fraction of the cost.

For more information, visit our Personalised Healthcare Commissioning Services pages.

https://www.midlandsandlancashirecsu.nhs.uk/personalised-healthcare-commissioning-services/

Join us for an insightful session at Access All Areas 2023 with Dr Sam Gower

We are delighted to announce that Dr Sam Gower, Clinical Director for Personalised Healthcare Commissioning at NHS Midlands and Lancashire CSU, will be a featured speaker at this year’s Access All Areas conference, scheduled for Tuesday, 21st November 2023.

In what promises to be an enlightening session, Dr Sam Gower, alongside Brogan Archer from Access Adam Care Commissioning, will delve into the complexities of the Continuing Healthcare (CHC) process and discuss the tangible returns on investment that can be achieved. This is a must-attend for anyone involved in healthcare commissioning, providing a deep dive into the operational and financial nuances of CHC.

Access All Areas is an annual virtual conference hosted by the Access Group, dedicated to professionals in the health, support, and care sectors. This pivotal event brings together healthcare professionals, local authorities, and care organisations to engage in valuable conversations, share best practices, and explore innovative solutions in the industry.

Don’t miss this opportunity to gain strategic insights and network with your peers. Register for Access All Areas now to confirm your attendance. Secure your seat today and be part of a community driving forward positive change in healthcare provision.

You can register at: https://events.bizzabo.com/548214/home

Empowering Rose: Court of Protection and the Mental Capacity Act

A senior woman sitting in a wheelchair looks through a window into a green, sunlit garden, frustrated that she cannot reach it.

We supported an integrated care board (ICB) to assess the mental capacity of a patient with complex issues, represented the ICB at Court of Protection proceedings and ensured a person-centred approach to Rose’s care.

Background

The NHS Midlands and Lancashire CSU Court of Protection (CoP) Service was tasked with exploring legal pathways to ensure the best possible outcome for a patient – Rose (a pseudonym) – with suspected mental capacity issues, and participated in a multi-agency approach to delivering their care in this complex case.

The patient appeared to have the ability to understand topics being discussed about their care, however their fixed thoughts and views prevented them from using and weighing the information. They listened to medical advice when they were in severe pain, but once symptoms subsided, they would avoid appointments and treatment. Strategies by healthcare professionals to ensure the patient followed the care pathway were unsuccessful. They also disagreed on whether the patient was consciously making unwise decisions, or they had the capacity to make decisions at all.

Read more about Rose’s story in the Further Information section.

Action

Our CoP service supported and coordinated on behalf of the integrated care board (ICB) a multi-disciplinary team (MDT) approach to Rose’s case. We:

– Completed mental capacity assessments

– Supported the GP to advance their understanding of capacity assessments and the complexity of decision-making

– Encouraged a collaborative approach between services and healthcare bodies

– Due to continued disagreement among healthcare professionals, arranged an independent Mental Capacity Act assessment which confirmed the patient lacked capacity for some decisions

– Ensured the patient was provided with appropriate support for all appointments and these were put forward in MDTs

– Following a cancer diagnosis had assessments revisited to review Rose’s capacity to make decisions about treatment choices and continued inpatient stay

– Facilitated an MDT meeting to support Rose’s care home placement wishes

– Represented the ICB in all court proceedings and provided professional, efficient and specialist advice.

Throughout Rose’s journey, we worked compassionately to ensure that the patient always remained at the centre of every action and that they felt empowered and supported to personalise their care journey.

Impact

We facilitated a collaborative MDT approach to sensitively engage with Rose and ensure her wishes were at the forefront of decisions made. The MLCSU CoP Service and the MDT were commended on the exemplary application of the Mental Capacity Act in practice throughout Rose’s journey and were awarded the NHS England’s Safeguarding Star Award.

We also represented the ICB professionally and efficiently within the Court of Protection and ensured legal services were utilised in a cost-effective manner.

Our involvement championed a person-centred approach which meant that the patient’s voice was heard and considered throughout, whilst ensuring any actions and decisions made were in their best interests.

As an MDT we were able to work together to make sure Rose’s final days were spent as she wanted. Her wishes for a placement by the sea and near animals were prioritised. She lived out her last days supported by professionals familiar to her, at a hospice not far from the sea, in a room with a view to a garden with animals.

Feedback

“You really evidenced the power of collaboration, keeping Rose central, being ever mindful of her best interests, constant dialogue and having difficult conversations, partnership working and ensuring her voice was heard. You made her care personal, and you went the extra mile to respect her wishes and ensure her end-of-life plan was as good as it could be, thank you all!”

Cathy Sheehan, National Safeguarding Clinical Lead, NHS England

 

Further information

For more information about our Court of Protection Service, please email mlcsu.personalisedhealthcare@nhs.net.

Rose’s story

Rose was 61 and had a learning disability classification, but had never undergone formal assessment. Healthcare professionals who knew her well also suspected autism. She had spent time in a mental health unit and her records also noted traits of a potential personality disorder.

She would often get preoccupied with issues that held less importance to her healthcare outcomes, and this would result in her making choices that directly contradicted healthcare professionals’ recommendations and significantly impacted her physical health and wellbeing.

Throughout her adult life, Rose had been challenged by health systems, services and processes. She was a carer for her mother who suffered from cancer. As a result, her previous experiences coloured her perceptions of current issues, making it incredibly difficult for professionals to separate old from new.

She had no other family and a was relatively private person. She had a passion for her garden, her beloved cats and animal charities.

Rose had a complex gynaecological history with concerns surrounding post-menopausal bleeding and a history of disengagement with professionals across all agencies, if she felt things were not moving in the direction she felt was best. When Rose was admitted to the hospital with acute symptoms, healthcare professionals recommended a treatment pathway. While her symptoms were at their worst and causing severe pain, she was able to make decisions that prioritised her health needs. However, once the symptoms had subsided, she did not follow the recommended treatment plans and refused to attend the planned investigative appointments.

Rose had developed behaviours to get what she perceived was the right outcome from the system.  Her negative experiences with healthcare systems led to her avoiding engagement with healthcare professionals and not completing the treatment recommended to her. For example, she would move appointments to different hospitals disrupting and delaying her care pathway.

Healthcare professionals closest to Rose employed different approaches to ensure she followed their advice but with limited success. Her GP had exhausted all options in trying to support her and encourage her, including multiple phone calls, home visits and visits and phone calls in the GP’s own personal time to optimise engagement. Professionals also differed in opinion on Rose’s capacity to make a decision, with some believing she was making capacious unwise decisions, while others questioning her executive functioning to make a capacious decision at all. Legal consideration had started to determine appropriate legal pathways under the Best Interest processes.

Following several mental capacity assessments, an independent assessor confirmed the challenges in relation to executive functioning and reported Rose lacked capacity at that moment in time, but highlighted this could improve with the right therapies to improve her mood. Rose attended investigative appointments benefiting from appropriate support and any reasonable adjustments in accordance with her mental capacity assessment outcome. Unfortunately, the diagnosis confirmed stage 4 cancer and necessitated hospital admission.

Rose formally objected to her deprivation in not being allowed to return home, despite not being medically fit to do so. Her advocates submitted an objection on her behalf. Clinical opinions in view of the poor prognosis, disease progression, observations over a number of months and increasing needs recommended 24-hour nursing care. Rose did understand the significance of her diagnosis and knew she was dying. However, she could not grasp the concept of her life expectancy and the reality of her deterioration.

Rose’s views in relation to accommodation were discussed at length by several agencies.  She wanted to return to her flat in Morecambe to be with her beloved cats, but did not want to die there. Rose wanted to spend her final days somewhere with gardens and where she could have visits from her cats. But several setbacks while in hospital – she acquired Covid, and E-Coli – prolonged her length of stay.

Agencies were working collaboratively and sensitively to engage with Rose and ensure her wishes were at the forefront of decisions made, they were trying to be creative in tailoring packages of care to meet her needs.

Sadly, due to rapid disease progression and increasing nursing and care needs, a return to her flat was not possible. A hospice in Morecambe was chosen with Rose’s input, and a room was allocated with a garden and views of animals, another important aspect she had expressed.

Her final days were spent near the sea, with a view of the garden and supported by the professionals she had known.  The adaptability and compassion of system partners and professionals ensured that Rose’s death was as peaceful and positive as it could be. The reflections of those involved was a sense of accomplishment in that for Rose, they did their best.

Examining health inequalities for people with learning disabilities

Young woman with down syndrome play with mom

This study revealed significant health disparities among people with learning disabilities in Leicester, Leicestershire, and Rutland, prompting targeted prevention efforts, increased awareness of intersectionality, and a focus on admission avoidance for this population.

Background

The Aristotle Xi system, utilised by the Leicester, Leicestershire and Rutland Integrated Care Board (ICB) through the NHS Midlands and Lancashire Commissioning Support Unit, offers a comprehensive, pseudonymised population-level view of health conditions, demographics, and risk factors. This system aggregates data from various healthcare sources, including GP, hospitals, and prescribing systems. A limited number of practice staff can also access patient-level data. The Public Health Team in Leicestershire County Council conducted an analysis using data from the Aristotle system to investigate the health and health inequalities among people with learning disabilities in the Leicester, Leicestershire, and Rutland (LLR) region.

The primary objectives of this study were:

– To examine the health of people with learning disabilities in LLR using data from the Aristotle system

– To identify significant differences in the health of people with learning disabilities compared to those without

– To explore any health inequalities experienced by people living in areas of high deprivation (the 20% most deprived neighbourhoods according to the Index of Multiple Deprivation).

Action

To achieve these objectives, the following steps were taken.

Identified local population of people with learning disabilities, including their size, age, and sex distribution.

Assessed the proportion of the learning disability population with long-term conditions listed in the Aristotle system, and the proportion at high risk of emergency hospital admission in the next year based on risk stratification tools used in GP practices.

Examined the proportion of the learning disability population residing in the 20% most deprived neighbourhoods and the proportion with each of the long-term conditions living in such neighbourhoods.

Compared the collected data for people with learning disabilities with data from the general population of LLR.

Statistical analysis to determine the significance of any observed differences in proportions.

Impact

The study produced the following key findings.

– The registered population of people with learning disabilities across LLR is 4,925.

– People with learning disabilities are significantly more likely to live in high-deprivation areas (20% most deprived neighbourhoods) compared to those without learning disabilities.

– The learning disability population is four times more likely to be at risk of emergency hospital admission than the general population.

– A higher percentage of people with learning disabilities and health conditions live in the 20% most deprived areas compared to those without learning disabilities but with the same health conditions.

– People with learning disabilities are more likely to have health conditions, with a fourfold increase in the likelihood of having five or more chronic conditions compared to those without learning disabilities. Common conditions include asthma, hypertension, and diabetes.

The study identified several health conditions that are significantly more prevalent among people with learning disabilities in the LLR region. The findings are being used to explore targeted prevention opportunities and promote better access and treatment pathways for these conditions among people with learning disabilities.

The higher rates of ill health among those living in the 20% most deprived areas highlight the issue of intersectionality, where individuals experience multiple factors or characteristics that increase the risk of poor health outcomes due to health inequalities. These findings are being disseminated across various forums to address health inequalities in LLR.

Furthermore, the evidence of a higher risk of emergency hospital admission for people with learning disabilities is being incorporated into workstreams focusing on admission avoidance. This suggests that the learning disability population may be a potential area for preventive strategies. This case study underscores the importance of using data-driven insights to address health disparities and improve the healthcare outcomes of vulnerable populations.

Feedback

“Aristotle has finally given us the evidence to prove what we knew anecdotally about the health inequalities faced by people with learning disabilities in our local area. We are using Aristotle to ensure we target the right help in the right place to reduce health inequalities faced by people with learning disabilities in our local area.”

Justin Hammond, Associate Director of Mental Health and Learning Disability, Leicester, Leicestershire and Rutland ICB

 

 

 

Highlights from the NHS-R/NHS.pycom Conference 2023

At this year’s NHS-R/NHS.pycom Conference 2023, the NHS-R Community and its co-community NHS.pycom put together an exciting event to foster collaboration and innovation in healthcare analytics. Revisit the event’s nine virtual workshops, two completely virtual days and two in-person days on NHS-R Community’s YouTube channel: youtube.com/c/NHSRCommunity

The event was a community effort delivered by analysts and data scientists who use the open source solutions, R, Python and others, in the NHS and beyond, supported by NHS Midlands and Lancashire’s The Strategy Unit. The flourishing community came together on 17-18 October strengthening bonds, sharing ideas and encouraging each other.

NHS-R Community was set up in 2018 to promote the use of R in the NHS and quickly went above and beyond that aspiration creating a community that is broader than the NHS and a place to experiment, test and try out new things.

The NHS-R Community Committee is open to anyone interested in helping and growing the NHS-R Community.

If you are interested in being part of the Community, data science tools like R and Python or want to know more about how The Strategy Unit supports analysis, data science and training, please get in touch with zoe.turner3@nhs.net.

Revisit Health and Care Analytics Conference 2023

Health and Care Analytics (HACA) 2023 was the first national annual conference bringing together analysts and promoting, celebrating and advancing health and care analytics across the UK public sector. Lectures and workshops from the momentous conference can be found on the HACA YouTube channel: youtube.com/@HACA_Conference/playlists

With more than 150 presenters from across health and care, in England, Scotland and Wales, the conference brought together attendees with a passion for analytics, to share their work, ideas and visions for the future.

The conference was delivered by the Strategy Unit in collaboration with the Health Economics Unit and the four NHS Commissioning Support Units, supported by the Association of professional healthcare Analysts (AphA) and the Office for Health Improvement and Disparities (OHID), offering the best of analytics, without a commercial agenda.