More recently and as part of efforts to raise the profile of district nursing. Kamal R. Mahtani is a practising NHS GP, Associate Professor and Co-Director of the Centre for Evidence-Based Medicine, Nuffield Department of Primary Care Health Sciences. Making these implementation pathways clearer, particularly in the post pandemic recovery phase, in terms of raising the profile and working conditions of district nursing may require addressing a number of difficult questions about the profession’s future. For example, district nurses operating in a non-clinical environment have been working at heightened risk to themselves, navigating environments that do not have standard infection control management. The uniqueness of their role comes from their ability to also navigate being a professional guest in a patient’s home, as well as boundary spanners integrating wider services and teams (, ). Above all, we will listen to the people that use our services and use their feedback to improve what we do.". The future of district nursing looks set to become embedded among teams of GPs, pharmacists, community paramedics and other allied health professionals (NHS Long Term Plan, 2019). District nurses’ perceptions of both their role and the way in which they uphold care delivery may differ from other professions in primary or community settings. According to a report from the Royal College of Nursing (RCN) and Queen’s Nursing Institute (QNI), figures indicate that the number of district nurses working in the NHS in England has slowly declined over the last ten years by almost 43%. To meet this aim, district nursing teams are being positioned as crucial to the delivery of the Long Term Plan objectives, and as such they are a specific focus for workforce expansion plans. The future of district nursing may involve role transformation including greater emphasis on care coordination rather than delivery. We have published a new strategy designed to ensure we continue to improve services for the benefit of our Island community. Sussex Community NHS Foundation Trust – Digital Strategy Page 3 Summary This is our first Digital Strategy. The NHS Long Term Plan and NHS Mental Health Implementation Plan 2019/20 – 2023/24 set out that the NHS will develop new and integrated models … District nurses’ perceptions of both their role and the way in which they uphold care delivery may differ from other professions in primary or community settings. District nurses are typically responsible for health education; general nursing care, and on occasion responsive clinical care in the community (Maybin et al., 2016). It may also require a necessary questioning of whether the expectations being place upon a profession dwindling in numbers, is setting them up for failure or success. between NHS organisations and local authorities, public health nursing and a new model for community nursing, will lead to much debate. The NHS Long Term Plan was published in January 2019 and we spent the Spring and Summer talking to our partners, staff, patients and community about what they felt was important. The decline in workforce numbers has continued despite the government’s 2018 golden hello of £10,000 to newly qualified district nurses which coincided with the scrapping of nursing bursaries for prospective students. Consequently, the invisibility of their work frequently creates confusion amongst other professions and the public (, Government strategy has called for more nursing care to be delivered in the community and in people’s homes (. Consequently, the invisibility of their work frequently creates confusion amongst other professions and the public (Maybin et al., 2016; NHS Long Term Plan, 2019). The uniqueness of their role comes from their ability to also navigate being a professional guest in a patient’s home, as well as boundary spanners integrating wider services and teams (Gilbert, 2016). Sussex Community NHS Foundation Trust (SCFT) has published a three-year strategy setting out how it will deliver excellent care at the heart of the community. Community diagnostic hubs or ‘one stop shops’ should be created across the country, away from hospitals, so that patients can receive life-saving checks close to their homes. Our Interim NHS People plan, developed collaboratively with national leaders and partners, sets a vision for how people working in the NHS will … Despite this there appears to exist an implementation gap from policy to practice, one which may not consider front-line capacity, experience or desire. Disclaimer: The views expressed in this commentary represent the views of the authors and not necessarily those of the host institution, the NHS, the NIHR, or the Department of Health and Social Care. • Ensure STH plays an active part in the local community leading debate about the healthcare it delivers, the strategy for healthcare in Sheffield and South Yorkshire, health promotion and illness prevention. • Recruit and retain a vibrant, representative and active membership for the Trust. Patient and Carer Experience and Involvement Strategy Our Patient and Carer Experience and Involvement Strategy sets out to identify the key objectives to use and improve patient, service user and carer experience at the trust. The NCCMH also drew on expert advice and support from NHS Arm’s Length Body policy leads and other stakeholders. This document has not been developed to tell NHS Boards what they must do, but what it does do is provide an approach that was adopted within the Pilot NHS Boards. © 2020 Sussex Community NHS Foundation TrustBrighton General Hospital, Elm Grove, Brighton BN2 3EW | Tel: 01273 696011, Sitemap | Disclaimer | Privacy Policy | Accessibility | Freedom of Information | Contact Us, New strategy for NHS community services in Sussex, contact the Communications and Engagement Team via email. West London NHS Trust has developed this strategy to outline our plans for the organisation for the next five years. Calls have been made for a new “strategy” to tackle issues of racism and discrimination faced by nurses from Black, Asian and minority ethnic (BAME) backgrounds in the NHS. Government strategy has called for more nursing care to be delivered in the community and in people’s homes (NHS Long Term Plan, 2019). Sussex Community NHS Foundation Trust – Estates Strategy 2016 - 2020. Even more striking is that there are five indicators on operational performance for acute services. The Trust, an employer of 5,000 people, also explained its strategic goals for the next three years. to grow pre-registration clinical placement capacity, emphasise high-quality learning experiences within community settings and have set aside £18.5 million to support community nurses wishing to take the new specialist practitioner qualification. Quality Strategy The Healthcare Quality Strategy for NHSScotland. Welsh Therapies Advisory Committee. Ruth Abrams is an organisational psychologist researching workforce experiences of organisation, workflow and service delivery within the healthcare sector within the Faculty of Health and Medical Sciences, University of Surrey. The Quality Strategy is an approach which aims to put quality right at the heart of NHSScotland. Their ability to provide chronic care management contributes to palliative care provision and where possible, hospital avoidance. NHS Improvement 2020 objectives . © BMJ Publishing Group Limited 2020. It recognises that patients' experience of the NHS is about more than speedy treatment - it is the quality of care they get that matters most to them. However, future efforts to expand the district nursing workforce are likely to be compounded by the covid-19 pandemic. Siobhan Melia, Chief Executive at SCFT, said: "We are proud to share our strategy with you. How AHPs will work in partnership with people to help them lead longer, healthier and happier lives for as long as possible. This Communication and Implementation Strategy provides a suggested approach each NHS Board could use to successfully implement the revised NHS Scotland National Cleaning Services Specification (NCSS). To meet this aim, district nursing teams are being positioned as crucial to the delivery of the Long Term Plan objectives, and as such they are a specific focus for workforce expansion plans. During the covid-19 pandemic, coverage has been largely silent on the issue of those working behind the closed doors of a patient’s home. The NSS Strategy 2019-2024 will support our vision to be integral to a world-leading health and care service. NHS plan: The key points from the new 134-page strategy Save Backed by £20.5bn funding, the new 134 page strategy sets out a series of ambitions to save almost 500,000 lives.