chief allied health professions officer’s conference 2016: main stage presentations
TRANSCRIPT
www.england.nhs.uk
#CAHPO16
AHP Innovation
Delivering #FutureNHS
Wi-Fi : BDC_Openzone
www.england.nhs.uk
#CAHPO16
AHP Innovation Delivering
#FutureNHS
Suzanne Rastrick
Chief Allied Health Professions Officer
www.england.nhs.uk
Suzanne Rastrick
Chief Allied Health Professions Officer
@SuzanneRastrick
#CAHPO16
AHP Innovation
Delivering #FutureNHS
www.england.nhs.uk
www.england.nhs.uk
Merriam Webster
innovation
noun in·no·va·tion \ˌi-nə-ˈvā-shən\
• a new idea, device, or method.
• the introduction of something new.
• the act or process of introducing new ideas, devices, or methods.
www.england.nhs.uk
CAHPO team
achievements 2015-16
www.england.nhs.uk
• In February 2016, George Freeman MP, Minister for Life Sciences, announced changes to medicines legislation for some AHP’s.
• The changes to legislation introduced:
• Independent prescribing by Therapeutic Radiographers
• Supplementary prescribing by Dietitians
• Use of exemptions within the Human Medicines Regulations by Orthoptists
• NHS England, together with the respective professional bodies, continue to work collaboratively with the Commission on Human Medicines, in taking forward the proposals for independent prescribing by paramedics and diagnostic radiographers.
7
Medicines programme phase 2.
Changes to medicines legislation for
some AHPs.
www.england.nhs.uk
• Before introducing the changes to their practice, eligible practitioners need to successfully complete a HCPC approved training programme and have this qualification annotated on the professional register.
• Eligible practitioners will be able to undertake training programmes as they are approved by the HCPC over the coming months.
• We expect to see some professionals qualifying to use these new responsibilities by the autumn of 2016.
• The NHS regulations in Scotland, Wales and Northern Ireland are matters for consideration by the relevant Devolved Administrations.
8
Medicines programme phase 2.
Timeframes for introducing changes.
www.england.nhs.uk
• Start conversations locally with clinicians, managers, commissioners
and service users about how local services can be redesigned for the
benefit of those they serve.
• Think locally about who is eligible to access the training to use these
new responsibilities and how many training places are required.
• Act now to implement local governance arrangements to support
implementation into practice.
For any questions or comments please contact Helen Marriott
AHP Medicines Project Lead via e-mail: [email protected]
Medicines programme phase 2.
What needs to happen now?
9
www.england.nhs.uk
• A scoping project has been undertaken and a report completed which details the current utilisation and limitations of mechanisms used, as well as recommendations for extension of mechanism per profession.
• Professions included in the project are AHPs, dental care professions, healthcare scientists, as well as chiropractors, operating department practitioners, osteopaths and practitioner psychologists.
Next steps
• Priorities determined for consideration by Senior Management Team at NHS England and the Department of Health Non-Medical Prescribing Board.
Medicines programme phase 3.
Chief Professional Officers’ Scoping
Project: Medicines Prescribing, Supply
and Administration Mechanisms.
www.england.nhs.uk
Improving rehabilitation programme.
www.england.nhs.uk
www.england.nhs.uk
Benchmarking, the principles & evidence.
13
www.england.nhs.uk
“It is now imperative
that the NHS finds the
correct approaches to
bring about national and
local change that will
support the drive to
improved patient
outcomes for those
needing orthotics
services alongside
efficiency”.
www.england.nhs.uk
www.england.nhs.uk
Clinical
Fellows.
Commitment to
developing the
next senior
leaders.
Clinical Associates. AHP leadership in New Models of Care.
www.england.nhs.uk
Wider
achievements
2015-16
www.england.nhs.uk
Innovation
challenge
prize winners -
rehabilitation.
www.england.nhs.uk
British Dietetic Association.
Work Ready programme - Sept 2015.
www.england.nhs.uk
Dysphagia symposium.
Sept 2015
• The aim of the symposium was to improve safety and outcomes for
people with eating, drinking and swallowing difficulties (dysphagia).
• The event was attended by representatives from professional bodies,
service user organisations, the catering / specialist nutrition industry and
other system leaders.
• Following the symposium, a multi-sector dysphagia task force was
formed, with representation from a range of national organisations.
• The task force is made up four task and finish groups to tackle the key
themes identified on the day:
• Raising awareness
• The workforce
• Guidance and resources
• Evidence and data collection
• September 2016 follow up event to bring the working groups back
together to share their action plans and progress to date.
www.england.nhs.uk
www.england.nhs.uk
The community’s objectives are to:
• facilitate discussion about healthcare policy,
education, evidence and practice
• facilitate the sharing of knowledge, innovation,
clinical guidance and evidence-based practice
• support CPD in line with regulatory requirements
• raise the profile of AHPs and give us a united
voice on social media.
• Launched at #CAHPO15
• 7500 followers, end May 2016
• 10 countries
• 12 additional followers per day
• 15 tweet chats to date
• Average of 52 people taking
part per tweet chat
www.england.nhs.uk
#AHPsActive campaign July-Sept 2015
760 people, over 2600 tweets
12.7 million impressions.
#WeActiveChallenge 2016 are you taking
part?
www.england.nhs.uk
AHPs an integral part of the public
heath workforce.
• AHPs agreed a collective
ambition in 2014
• Since then the contribution
of AHPs has been
recognised in National
reports from PHE, RSPH
and CfWI
• The AHP Public Health
strategy published in
December sets the blue
print for how we plan to
maintain the momentum.
www.england.nhs.uk
• More than 2000 responses & all 12 professions
represented; thank you!
• 87% considered public health to be a core part of their
professional role.
• AHPs deliver brief interventions for a wide range of
public health priorities.
• Areas for improvement;
• Collating the data on this.
• Connecting with local services.
www.england.nhs.uk
AHPs4PH A Facebook group for AHPs
with an interest in public health. Key aims
• create a community of interest around public
health
• keep up to date & share ideas
• showcase good practice
• develop their networks & get peer support.
In first month
more than;
1000 members
166 comments
120 posts
www.england.nhs.uk
Evidence for Everyday
Allied Health
#EEAHP
uk.cochrane.org | @UKCochraneCentr | #CochraneEvidence #EEAHP |
Cochrane UK are pleased to be launching
Evidence for Everyday Allied Health (#EEAHP)
Sharing evidence and resources for AHPs through
blogs, blogshots and tweetchats
You can:
• Share news of the series, and resources you find
helpful, with colleagues both online and offline
• Engage with the series on social media, using
the hashtag #EEAHP
• Write a blog for Evidently Cochrane or contribute
to one
• Suggest topics for tweetchats, join in with them
or even host one
www.england.nhs.uk
2015-16
CAHPO
visits.
www.england.nhs.uk
Our values: clinical engagement, patient involvement, local ownership, national support
www.england.nhs.uk/vanguards #futureNHS
Integrated primary and acute
care systems
Multispecialty community
providers
Enhanced health in care
homes
Urgent and emergency care
Acute care collaboration
5 new models of care with a total of 50 vanguards:
9
14
6
8
13
50 vanguards selected.
29
www.england.nhs.uk
A mandate for change.
www.england.nhs.uk
www.england.nhs.uk
How #AHPs will transform care:
A Mandate for Change.
1369 people
Over 10k contributions
Thank you #AHPs
Amazing engagement
Results presented at
#CAHPO16
23 June 2016
www.england.nhs.uk
Thank you
www.england.nhs.uk
#CAHPO16
Reshaping the workforce
Daniel Mortimer, Chief Executive, NHS
Employers
www.england.nhs.uk
Reshaping the healthcare workforce
Chief AHP Officer Conference 2016
Danny Mortimer, Chief Executive
www.england.nhs.uk
NHS Employers Brief
• Opportunities for existing workforce
• Conditions for Change
- Local
- National
• Many of the answers are in the NHS
- 7 case studies – spanning multiple sectors and roles
www.england.nhs.uk
For new skills and ways of working
– must not rely on training pipeline alone
Current
Staff Mix
Numbers
1.3 m
Clinical
800k
Roles,
Skills
Skill Development: Role enhancement Role enlargement
Skill Flexibility: Role substitution Role Delegation
New Roles
Future
Staff Mix
Numbers
Roles,
Skills
Current training pipeline
8,000 medical graduates
30,000 nurses & AHPs p.a.
www.england.nhs.uk
Important opportunities to extend and develop skills
Expand number of
advanced roles
Extend skills – work to top of
license
Develop and expand support
workforce
www.england.nhs.uk
Extended roles
“In the chronic long term conditions, actually the medical
intervention is quite minimal, and so therefore there’s lots
of skills and expertise across all groups of the professions
that actually if they were developed and promoted, could
actually ensure the health service is much more efficient
than it is, and also more importantly the outcomes for
patients are more effective.”
Elaine Buckley, Chair, Health &
Care Professions Council
www.england.nhs.uk
Holistic worker, Nottingham CityCare
• Up-skill registered workers (nurses &
AHPs) to band 4 level across each
others’ disciplines
• E.g. A nurse can visit to undertake a full
nursing assessment, and at the same
time sort out basic occupational therapy
or physio issues.
• Results in more holistic care, efficient use of time and fewer referrals
Enablers Barriers
Staff could see why change needed Professional resistance
Staff engaged in change Time for training
Good comms incl promotional video
Staff in new roles acted as champions
www.england.nhs.uk
Paramedic practitioners: primary care
• GP practice in Whitstable
using paramedic
practitioners to do GP
home visits
• Success:
• Drastic reduction in
home visits
• Rolling out to cover
177000 patients
Picture source: http://www.bbc.co.uk/news/uk-england-30002657
www.england.nhs.uk
Evidence - primary care
• Improved access (Martin-Misener et al, 2009)
• More frequent follow up care (Peltonen, 2009)
• Reduced hospital admissions (Griffiths et al, 2004)
• Increased patient satisfaction (Sibbald, 2009)
• Can safely substitute for GPs – range of conditions (Sibbald, 2008, 2009)
Advanced roles - Opportunities
Evidence - secondary care
• Lower lengths of stay
(Newhouse et al, 2011)
• More timely care
(McDonnell et al, 2015)
• Provide greater continuity.
• Can safely substitute for
junior doctors for a range of
conditions and settings
(Bohmer, Imison, 2013)
www.england.nhs.uk
Advanced roles - challenges
• Traditional lack of support and recognition of role value
• Lack of clear competence framework or recognition by
regulator
• Competition for scarce skills
• Underpinning workforce gaps
www.england.nhs.uk
The opportunities from
reshaping the workforce
• More patient focused care
• Improved health outcomes
• More rewarding roles
• Improved collaboration and
support
• Improved recruitment and
retention
• Part of a broader strategy to
address workforce gaps
• Better use of resource
www.england.nhs.uk
Lessons for implementation
Build roles on a detailed understanding of patient needs and necessary skills
Strong communications and change management strategy
Invest in the team not just the role
Support task delegation
Build sustainability through clear career pathways and evolve to make the best use of new skills
Evaluate the impact of your workforce redesign
www.england.nhs.uk
Messages to Boards
• Invest in workforce redesign, even if resources are stretched
• Create a culture of support for change – focused on patient benefits
• Ensure there is strong and dedicated leadership for change
• Implement strong supporting systems and governance structures
• Develop links with key stakeholders (e.g. HEE)
• Develop partnerships with HEIs
www.england.nhs.uk
Messages to National Bodies
Needs dedicated and protected investment
More consistent nomenclature and national competence frameworks
Need for consistent messages from system regulators – new and extended roles
Bridge the current regulatory gap
Help resolve legal indemnity challenges in primary care
National research and evaluation – with guidance for local evaluation
www.england.nhs.uk
Conclusions
• Redesigning and re-skilling the workforce is an essential
prerequisite to a sustainable health and care system
• Requires strong national support and local action
- Lessons for Boards
- National Enablers (e.g. prescribing)
www.england.nhs.uk
www.england.nhs.uk
www.england.nhs.uk
#CAHPO16
Putting the 'We' into 'Wellbeing.
Roz Davies, Managing Director , We Love
Life and
Recovery Enterprises
Putting the ‘We’ into
Wellbeing
Building 21st Century Care-Centred Communities together
Roz Davies. MBA. MD Recovery Enterprises/We Love Life NED Patient Opinion HSJ Patient Leader Twitter: @roz_davies
★Patients are People
★Relationships of
Trust
★Feeling Valued
Care-Centred
Communities
21st Century Model of
Care
Aboriginal
Definition of Health
…. not just the physical well-being of
an individual but also the social,
emotional and cultural well-being of
the whole Community in which each
individual is able to achieve their full
potential as a human being, thereby
bringing about the total well-being of
their Community….
http://www.ahmrc.org.au/
HT @TimSenior (Australian GP)
3 Elements of
Care-Centred
Communities
which move us
from
‘I’ to ‘We’
1. Working with Patients as
Partner
2. Unleashing the Assets in our
Place and People
3. Using Digital as an Enabler
Working with
Patients as
Partners
Top 10 Learning
Points 1.Relationships of Shared
Purpose, Trust, Respect
including Active Listening
2.Courageous Leadership
3.Diversity and Inclusivity
4.Timing
5.Training and Support
6.Culture and power
7. Information and Feedback
8.Language and communication
9.Local Partnerships
10.Building on experience
Unleashing
the Potential
in Our People
and Place
1.Connectors
2.Shared Purpose
3.Asset Mapping
4.Relationships
5. Inclusion
6.Facilitate not control
7.Small sparks
8.Ask for Help
9.Fun and Social
10.Small is beautiful
Top 10 Learning Points
Digital as an
Enabler
1.Start with what matters to
people
2.Co-create
3.Digital inclusion
4.User experience
5.Ethics, terms and conditions
6.Being safe online
7.Power of social media
8.Blended offline and online
9.Digital is here to stay & scope
is vast...
10....But it’s not a silver bullet
Top 10 Learning Points
Care Centred
Communities
and
AHP’s
Care-Centred Communities When ‘I’ is replaced with ‘we’ even illness becomes
wellness!
T: @roz_davies E: [email protected] W:www.welovelife.org.uk www.recoveryenterprises.co.uk www.sheffieldflourish.co.uk
www.england.nhs.uk
#CAHPO16
Sharing, learning and connecting
sectors through open innovation
Paul Taylor, Innovation Coach, Bromford
Lab
www.england.nhs.uk
Sharing, learning and connecting
through open innovation
or the Bromford Lab guide to working out loud
Paul Taylor
I’m Coach at @BromfordLab
You can find me at @paulbromford
www.england.nhs.uk
“
To view Pauls slides please visit
http://www.slideshare.net/Paulbromford
www.england.nhs.uk
#CAHPO16
11-11.30am
BREAK
Wi-Fi : BDC_Openzone
www.england.nhs.uk
#CAHPO16 Workshops
1. Urgent and emergency care
Chair Helen Marriott
Auditorium
2. Primary care
Chair Mark Radford
Room F
3. Integrated Care
Chair Lindsey Hughes
Room E
4. Supporting self-care and behaviour
change
Chair Linda Hindle
Room D
5. Population based service re-design
Chair Shelagh Morris
Room C
6. Supporting staff
Chair Danny Mortimer
Room B
7. Disruptive Learning
Chair Joanne Fillingham
Room A
www.england.nhs.uk
#CAHPO16
12.30-2pm
LUNCH
Wi-Fi : BDC_Openzone
www.england.nhs.uk
#CAHPO16
How AHPs will transform care: a
mandate for change
Suzanne Rastrick,
CAHPO, NHS England.
Dr Peter Thomond,
Managing Director, Clever Together
Dr Joanne Fillingham,
Clinical Fellow to the CAHPO
How AHPs will transform care: towards a mandate for change
ahp.clevertogether.com
Suzanne Rastrick, CAHPO, NHS England.
Dr Peter Thomond, Managing Director of Clever Together. Dr Joanne Fillingham, Clinical Fellow to the CAHPO.
@SuzanneRastrick @PeteThomond @jkfillingham
Agreement that gains can be made for all AHPs and the health and care by working towards common goals and challenges together. • National conversation
about collective impact of AHPs
• What do we need to start, stop, or differently?
• Examples of how we are doing this already.
Professional bodies workshop AHP strategy?
How the process works - The Clever Together method.
Towards a mandate for change.
Feb • Professional bodies workshop 17 February 2016
Mar • Review of national documents, polices and publications.
Apr • Phase 1 – online workshop launched 18 April 2016.
May
• Phase 1 - online workshop extension to 6 May 2016.
• Thematic analysis.
June
• Thematic analysis and draft emerging mandate.
• CAHPO Conference 23 June – validation and improvement.
July
• Phase 2 - online workshop open to AHPs and wider stakeholders on 4th July 2016.
Main channels of engagement.
AHP network
Own organisation
Professional body
Direct invite by email
Social media
NHS Employers
Word of mouth
NHS Englandwebsite/blog
Where from?
Or wherever they where in the world!
Which professions took part?
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%P
hysi
oth
erap
ist
Occ
up
atio
nal
th
erap
ist
Dia
gno
stic
&…
Par
amed
ic
Spee
ch a
nd…
Ch
iro
pod
ists
/Po
diat
rist
Die
titi
an
Ort
ho
pti
st
Art
, Mu
sic
& D
ram
a…
Pro
sthe
tist
/Ort
hot
ist
Nur
se
Op
erat
ing…
Hea
lth
care
Sci
enti
st
Psy
cho
logi
st
Ass
ista
nt/
assi
stan
t…
Do
cto
r
Pat
ien
t/Se
rvic
e U
ser
Den
tist
Pha
rmac
ist
Bla
nk/
Oth
er
England AHP HCPC registrants 2016 Engaged in online workshop
Smaller AHP professions keen to have their voice heard.
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
Speech andLanguageTherapist
Dietitian Orthoptist Art, Music &Drama
Therapist
England AHP HCPC registrants 2016
Engaged in online workshop
AHP professions needing encouragement Data saturation reached by third week.
0%
5%
10%
15%
20%
England AHP HCPC registrants 2016
Engaged in online workshop
Content analysis overview A thematic analysis approach to understand the contributions shared was used.
• Joanne Fillingham, with the support of Clever Together, facilitated and analysed all of the contributions shared in our first online conversation.
• This thematic analysis approach included • Reading through all of the contributions and clustering them
into different themes and subthemes. • Creating a narrative for each theme directly using
contributions from the online workshop. • Resulting in draft statements to present back for validation
and improvement.
• 94% of coding was agreed by five regional AHP leads. The outstanding 6% was re-analysed.
High level findings Defining our potential revealed: 4 ways AHPs will impact health & wider care system. 4 areas of commitment to achieve this change. Realising our potential revealed: 4 themes which AHPs need to focus on with, 16 specific enablers that will help us to honour the commitments.
www.england.nhs.uk
What will be the impact?
1.improved person and population health and wellbeing,
2.less reliance on GPs and acute care,
3.less fragmentation particularly between acute and community care, and
4.reduced unwarranted variance of AHP services.
www.england.nhs.uk
Commitment to the individual
Care is person centred, integrated, enabling and timely.
Commitment to keep care close to home
Care is accessible throughout life course & delivered primarily in community.
Commitment to the health & wellbeing of the community
Care also focuses on the health & wellbeing of populations.
Commitment to care for those who care
Caring for those who care so that they are healthy & happy at work.
We will achieve this impact if AHPs commit to
1. improved person and population health and wellbeing,
2. less reliance on GPs and acute care,
3. less fragmentation particularly between acute and community care, and
4. reduced unwarranted variance of AHP services.
IMPA
CT
www.england.nhs.uk
We will honour these commitments if we focus on
Leading our
profession
Developing our
profession
Evidencing the value
of our profession
Realising value from information
& technology
Commitment to the individual
Commitment to keep care close to home
Commitment to the health and wellbeing of
the community
Commitment to care for those who care
1. improved person and population health and wellbeing,
2. less reliance on GPs and acute care,
3. less fragmentation particularly between acute and community care, and
4. reduced unwarranted variance of AHP services.
IMPA
CT
4 key areas to focus on with 16 key enablers. Leading our professions
Leaders at all levels, with an AHP voice, ensuring diversity and multi- professional focus to decision making about care.
Developing our professions
National AHP workforce strategy and career framework created by pro- active and engaged AHPs at all levels of decision-making.
Evidencing the value of our professions
National standards which uniformly measure the quality and cost effectiveness of AHPs and research active AHPs to create new knowledge about AHP care.
Realising value from information & technology
Thinking differently about the use of information and technology to enable AHPs to be more effective and reduce variance.
www.england.nhs.uk
How Allied Health Professions will transform care.
An emerging mandate for change.
4 commitments, 4 impacts and 4 areas to focus on to achieve this.
Leading our
profession
Developing our
profession
Evidencing the value
of our profession
Realising value from information
& technology
Commitment to the individual
Commitment to keep care close to home
Commitment to the health and wellbeing of
the community
Commitment to care for those who care
1. improved person and population health and wellbeing,
2. less reliance on GPs and acute care,
3. less fragmentation particularly between acute and community care, and
4. reduced unwarranted variance of AHP services.
IMPA
CT
What next?
June • CAHPO Conference 23 June – validation and improvement.
July
• Online workshop open to AHPs and wider stakeholders on 4th July 2016.
• Thematic analysis.
Aug
• Further thematic analysis.
• Write mandate for change.
Sept • Formal processes for sign off.
Oct • Publish – ‘How AHPs will transform care: a mandate for change’.
• Implement & operationalise.
“I honestly believe that if all AHPs in England were used effectively, it
would signal the total transformation of health and social
care which we desperately need. We save lives, we rebuild lives and we do it all at a fraction of the cost of other colleagues. We understand
the medical but crucially, we understand the social determinants
of health -education, poverty, housing, stigma”.
www.england.nhs.uk
#CAHPO16
3.30-4pm
BREAK
Wi-Fi : BDC_Openzone
www.england.nhs.uk
#CAHPO16
Key Note Address.
Simon Stevens, Chief Executive ,
NHS England
www.england.nhs.uk
#CAHPO16
Delivering innovation to make
clinicians ecstatically happy
Dr Neil Bacon Chief Executive and Founder,
iWantGreatCare
www.england.nhs.uk
.org
CAHPO Conference 2016
Business Design Centre
London
How innovation makes
clinicians ecstatically
happy
www.england.nhs.uk
.org
Welcome
Dr Neil Bacon Founder & CEO iWGC
www.england.nhs.uk
.org
How does being rated and reviewed online
affect the attitudes, behaviour and
communication of Doctors?
“Patients value time and explanation, some
elements of the trust management want
numbers processed and pathways turned
around. Quality is what I and the patient want
and the feedback from iWGC reinforces this...” –
Anesthetist
www.england.nhs.uk
.org Does patient experience matter?
“... the weight of evidence across different areas of
healthcare indicates that patient experience is clinically
important...that patients can be used as partners in
identifying poor and unsafe practice and help enhance
effectiveness and safety.
Clinicians should resist sidelining patient experience
measures as too subjective or mood-orientated, divorced
from the ‘real’ clinical work of measuring and delivering
patient safety and clinical effectiveness.”
Doyle, Cathal, Laura Lennox, and Derek Bell. "A systematic review of evidence on the links between patient experience and clinical safety and effectiveness." BMJ open 3.1 (2013): e001570.
www.england.nhs.uk
.org
“Patients as partners”
Pillars of Quality
Clinical Effectiveness
Patient Experience
Patient Safety
www.england.nhs.uk
.org But what do doctors think?
• Is patient experience important?
• Does getting feedback make any difference?
• Do doctors like being “rated and reviewed”?
www.england.nhs.uk
.org
72% learned something from the
reviews
• “...I learned what matters
to patients…”
Yes
No
www.england.nhs.uk
.org What do you like, or find especially
helpful about your patients
reviewing you online?
Improves morale
Affirms my competence to myself
Affirms my competence to others- patients and colleagues
Highlights areas for improvement
www.england.nhs.uk
.org 77% reported improved morale
0 20 40 60 80
Yes
No
www.england.nhs.uk
.org Would you recommend collecting
patient feedback to other doctors?
0
10
20
30
40
50
60
70
80
90
Yes No
www.england.nhs.uk
.org Has collecting real time feedback
from your patients been…
Better than I thought itwould be
Neutral- What I expected
Worse than what Ithought it would be
www.england.nhs.uk
.org
107
Is the feedback positive or negative?
of respondents said that the majority of
feedback received was positive
www.england.nhs.uk
.org
Reassurance that my service and approach is Valued…
… it is humbling and a great privilege to have people
write positive things about you – especially when you often feel
that it is a great battle to provide patients with the kind of care
which you deem appropriate.
It is encouraging to get positive feedback and appreciation,
particularly at difficult times in one’s career…
It gave me much needed reassurance to get such
lovely feedback from my patients and definitely assisted my
recovery.
www.england.nhs.uk
.org
• All doctors with more than five pieces of feedback on iWGC were
surveyed.
• Response rate 29% 75/258
• N= 75
Method
www.england.nhs.uk
.org As a patient, would you want to
read reviews about your hospital
or doctor if helpful?
0
20
40
60
80
100
120
Yes No
“How to Choose a Doctor or Surgeon”, Gresham College lecture by Professor Martin Elliot
17th February 2016
www.england.nhs.uk
.org What did doctors learn?
www.england.nhs.uk
.org Physiotherapist profiles
www.england.nhs.uk
.org Individual profiles
www.england.nhs.uk
.org iWGC home page
www.england.nhs.uk
.org AHP registration
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Thank you
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Closing remarks
Suzanne Rastrick,
Chief Allied Health Professions Officer,
NHS England
www.england.nhs.uk
Merriam Webster
innovation
noun in·no·va·tion \ˌi-nə-ˈvā-shən\
• a new idea, device, or method
• the introduction of something new
• the act or process of introducing new ideas, devices, or methods