GPSJ Autumn 2024 ONLINE - Flipbook - Page 5
NEWS
GPSJ
Millions of patients benefitting from improved
care as new NHS IT software rolled out
Innovative IT software designed to tackle waiting lists and reduce discharge delays has been rolled
out across more than two thirds of the NHS.
The NHS Federated Data
Platform securely brings
together data currently
held in separate systems,
making it easier for staff to
access key information so
they can provide quicker
and more joined-up care for
millions of patients across
the country.
A year since its introduction, 87
NHS acute hospital trusts and 28
Integrated Care Boards in England
have signed up so far.
The platform brings together
real-time data, such as the number
of beds in hospital, the size of
elective waiting lists, staff rosters, the
availability of medical supplies and
social care places so staff can then
plan their resources better.
New data published today show
hospital trusts using the NHS
Federated Data Platform have
each treated on average 114 more
inpatients in theatres every month
since introducing the tool.
The platform has come as part
of the NHS’ plan to reform patient
care and provide maximum value for
taxpayers, with figures showing new
initiatives to boost productivity have
helped the NHS save £2 billion in the
first five months of this financial year
to be reinvested into patient care.
Ming Tang, Chief Data and
Analytics Officer at NHS England,
said:
“The NHS Federated Data Platform
boosts efficiency and speeds up
care and I’m delighted that over 100
NHS organisations have already
signed up to use the service in its
first year.
“Its many benefits include the
ability to identify those on waiting
lists for longest, highlighting
issues that could lead to on the
day cancellations of procedures,
showing when operating theatres
are lying empty and speeding up
discharges so patients get home
faster.
“Hospital trusts using the tool
are seeing dozens more patients
each month and we’re working with
NHS organisations to bring these
benefits to as many more patients as
possible.”
South Tyneside and Sunderland
NHS Foundation Trust, one of the
pilot sites, reported a 37% reduction
in the number of days patients
remained in hospital after they
were ready to go home. Long stay
patients spent an average of five
days less in hospital after they were
ready to leave, freeing up beds for
other patients.
Ombudsman sets key tests for improving
fairness in shared ownership complaints in
latest Insight report
The Housing Ombudsman
has released its latest
Insight report focusing
on shared ownership,
setting out 9 tests for
how the Ombudsman may
assess shared ownership
complaints in future as it
develops its approach.
It also highlights what the
Ombudsman can and cannot do for
shared owners, including on issues
such as defects and the sales
process. The Ombudsman has also
updated its website to provide key
information for both shared owners
and landlords.
Investigations included in the
report involve errors in the sales
process leading to residents
being unable to afford to purchase
or incorrect charges that then
come as a surprise on moving in.
There are also cases where poor
understanding of a lease agreement
led to residents with months of
delays to vital repairs.
The Ombudsman has spoken
to landlords and shared owners
throughout this report and the
changes made to the publication
and website reflect that
engagement.
While the proportion of
complaints the Ombudsman
receives each year from shared
owners is proportionate to the
size of the tenure, the high level
of dissatisfaction amongst shared
owners suggests more complaints
should be escalated to it. Therefore,
the Ombudsman will undertake
targeted awareness raising as
well as making sure complaints
procedures are accessible.
Miscommunication, confusion
over maintenance responsibilities
and the complexity of shared
ownership have impaired
landlords response to complaints,
compounded by poor knowledge
and information management. The
Ombudsman highlights key aspects
relating to shared ownership cases:
• Sales process – the
Ombudsman found there were
delays in instructing solicitors, the
incorrect levels of charges or
rents in the lead up to the sales
process being incorrect so
the resident did not know what
they were supposed to pay, and
residents not being told the
correct levels of staircasing.
• Defects – the Ombudsman
found cases of landlords not
chasing developers or following
up with the residents following
defects being raised, and how
landlords should deal with
defects after the liability period
ifthe developers had not resolved
them
• Cladding – cases included
findings that related to the
Ombudsman’s Cladding
guidance, including unreasonable
delays in communication about
documents residents may have
needed or about the safety of
the actual building itself
• Repairs – the Ombudsman
examined the importance of
landlords understanding their
obligations in regards trepairs
and how landlords can
communicate effectively with
residents during complex works
that need to take place
• Charges – following on from
its Insight report on charges,
the Ombudsman found instances
where landlords acted reasonably
around charges and information
surrounding them, as well as
instances where this did not
happen.
• Managing agents and
freeholders – the Ombudsman
found that landlords did not
often effectively manage their
relationships with the freeholder
or managing agent of the
building, leading to difficulties
in communicating effectively with
residents.
These issues have informed 9
key tests the Ombudsman may
consider during an investigation,
alongside the prospect of using
Paragraph 48 of its Scheme, which
allows the Ombudsman to treat
an individual case as a ‘test case’
where others could have been
affected.
GOVERNMENT AND PUBLIC SECTOR JOURNAL AUTUMN 2024
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