text:
package com.hotbitmapgg.ohmybilibili.module.home.bangumi;

import android.content.Intent;
import android.os.Bundle;
import android.support.v4.widget.SwipeRefreshLayout;
import android.support.v7.widget.GridLayoutManager;
import android.support.v7.widget.LinearLayoutManager;
import android.support.v7.widget.RecyclerView;
import android.view.LayoutInflater;
import android.view.View;
import android.widget.TextView;

import com.hotbitmapgg.ohmybilibili.R;
import com.hotbitmapgg.ohmybilibili.adapter.NewBangumiSerialAdapter;
import com.hotbitmapgg.ohmybilibili.adapter.SeasonNewBangumiAdapter;
import com.hotbitmapgg.ohmybilibili.adapter.SecondElementBangumiAdapter;
import com.hotbitmapgg.ohmybilibili.adapter.helper.HeaderViewRecyclerAdapter;
import com.hotbitmapgg.ohmybilibili.base.RxLazyFragment;
import com.hotbitmapgg.ohmybilibili.entity.bangumi.BangumiRecommend;
import com.hotbitmapgg.ohmybilibili.entity.bangumi.MiddlewareBangumi;
import com.hotbitmapgg.ohmybilibili.entity.bangumi.NewBangumiSerial;
import com.hotbitmapgg.ohmybilibili.entity.bangumi.SeasonNewBangumi;
import com.hotbitmapgg.ohmybilibili.network.RetrofitHelper;
import com.hotbitmapgg.ohmybilibili.utils.SnackbarUtil;
import com.hotbitmapgg.ohmybilibili.widget.CustomEmptyView;
import com.hotbitmapgg.ohmybilibili.widget.banner.BannerEntity;
import com.hotbitmapgg.ohmybilibili.widget.banner.BannerView;

import java.util.ArrayList;
import java.util.List;

import butterknife.Bind;
import rx.Observable;
import rx.android.schedulers.AndroidSchedulers;
import rx.functions.Func1;
import rx.schedulers.Schedulers;

/**
 * Created by hcc on 16/8/4 21:18
 * 100332338@qq.com
 * <p/>
 * 首页番剧界面
 */
public class HomeBangumiFragment extends RxLazyFragment
{

    @Bind(R.id.swipe_refresh_layout)
    SwipeRefreshLayout mSwipeRefreshLayout;

    @Bind(R.id.recycle)
    RecyclerView mRecyclerView;

    @Bind(R.id.empty_layout)
    CustomEmptyView mCustomEmptyView;

    private List<BangumiRecommend.RecommendsBean> recommends = new ArrayList<>();

    private List<BangumiRecommend.BannersBean> banners = new ArrayList<>();

    private List<NewBangumiSerial.ListBean> newBangumiSerials = new ArrayList<>();

    private List<SeasonNewBangumi.ListBean> seasonNewBangumis = new ArrayList<>();

    private SecondElementBangumiAdapter mAdapter;

    private HeaderViewRecyclerAdapter mHeaderViewRecyclerAdapter;

    private View headView_banner;

    private View headView_item;

    private View headView_list;

    //RecycleView是否正在刷新
    private boolean mIsRefreshing = false;

    public static HomeBangumiFragment newInstance()
    {

        return new HomeBangumiFragment();
    }

    @Override
    public int getLayoutResId()
    {

        return R.layout.fragment_home_bangumi;
    }

    @Override
    public void finishCreateView(Bundle state)
    {

        isPrepared = true;
        lazyLoad();
    }

    @Override
    protected void lazyLoad()
    {

        if (!isPrepared || !isVisible)

            return;
        showProgressBar();
        initRecyclerView();
        isPrepared = false;
    }

    private void initRecyclerView()
    {

        mRecyclerView.setHasFixedSize(true);
        mRecyclerView.setNestedScrollingEnabled(true);
        mRecyclerView.setLayoutManager(new LinearLayoutManager(getActivity()));
        mAdapter = new SecondElementBangumiAdapter(mRecyclerView, recommends);
        mAdapter.setOnItemClickListener((position, holder) -> {

            BangumiRecommend.RecommendsBean recommendsBean = recommends.get(position);
            MiddlewareBangumi middlewareBangumi = new MiddlewareBangumi();
            middlewareBangumi.setAid(recommendsBean.getAid());
            middlewareBangumi.setCreate(recommendsBean.getCreate());
            middlewareBangumi.setPlay(recommendsBean.getPlay());
            middlewareBangumi.setFavorites(recommendsBean.getFavorites());
            middlewareBangumi.setPic(recommendsBean.getPic());
            middlewareBangumi.setDescription(recommendsBean.getDescription());
            middlewareBangumi.setTitle(recommendsBean.getTitle());
            BangumiDetailsActivity.launch(getActivity(), middlewareBangumi);
        });
        mHeaderViewRecyclerAdapter = new HeaderViewRecyclerAdapter(mAdapter);
        setRecycleNoScroll();
    }

    private void showProgressBar()
    {

        mSwipeRefreshLayout.setColorSchemeResources(R.color.colorPrimary);
        mSwipeRefreshLayout.post(() -> {

            mSwipeRefreshLayout.setRefreshing(true);
            mIsRefreshing = true;
            getBangumiRecommends();
        });

        mSwipeRefreshLayout.setOnRefreshListener(() -> {

            clearData();
            getBangumiRecommends();
        });
    }

    private void clearData()
    {

        mIsRefreshing = true;
        banners.clear();
        recommends.clear();
        newBangumiSerials.clear();
        seasonNewBangumis.clear();
        mHeaderViewRecyclerAdapter.removeHeadView();
    }

    /**
     * 获取番剧推荐数据
     * 包含Banner和番剧推荐内容
     * 获取二次元新番
     */
    private void getBangumiRecommends()
    {

        RetrofitHelper.getBnagumiRecommendApi()
                .getBangumiRecommended()
                .compose(this.bindToLifecycle())
                .flatMap(new Func1<BangumiRecommend,Observable<SeasonNewBangumi>>()
                {

                    @Override
                    public Observable<SeasonNewBangumi> call(BangumiRecommend bangumiRecommend)
                    {

                        banners.addAll(bangumiRecommend.getBanners());
                        recommends.addAll(bangumiRecommend.getRecommends());
                        return RetrofitHelper.getSeasonNewBangumiApi()
                                .getSeasonNewBangumiList();
                    }
                })
                .compose(this.bindToLifecycle())
                .flatMap(new Func1<SeasonNewBangumi,Observable<NewBangumiSerial>>()
                {

                    @Override
                    public Observable<NewBangumiSerial> call(SeasonNewBangumi seasonNewBangumi)
                    {

                        seasonNewBangumis.addAll(seasonNewBangumi.getList());
                        return RetrofitHelper.getNewBangumiSerial()
                                .getNewBangumiSerialList();
                    }
                })
                .compose(this.bindToLifecycle())
                .subscribeOn(Schedulers.io())
                .observeOn(AndroidSchedulers.mainThread())
                .subscribe(newBangumiSerial -> {

                    newBangumiSerials.addAll(newBangumiSerial.getList());
                    finishTask();
                }, throwable -> {

                    initEmptyView();
                });
    }

    private void finishTask()
    {

        mSwipeRefreshLayout.setRefreshing(false);
        mIsRefreshing = false;
        hideEmptyView();
        createHead();
        mRecyclerView.setAdapter(mHeaderViewRecyclerAdapter);
        mAdapter.notifyDataSetChanged();
    }

    private void createHead()
    {

        headView_banner = LayoutInflater.from(getActivity())
                .inflate(R.layout.layout_banner, mRecyclerView, false);
        headView_item = LayoutInflater.from(getActivity())
                .inflate(R.layout.layout_head_bangumi_item, mRecyclerView, false);
        headView_list = LayoutInflater.from(getActivity())
                .inflate(R.layout.layout_head_recommend_bangumi, mRecyclerView, false);
        //处理头部数据
        processHeadView();
    }

    private void processHeadView()
    {

        //设置Banner
        BannerView bannerView = (BannerView) headView_banner.findViewById(R.id.home_recommended_banner);
        if (banners != null && banners.size() > 0)
        {
            int size = banners.size();
            List<BannerEntity> bannerList = new ArrayList<>();
            BannerEntity banner;
            for (int i = 0; i < size; i++)
            {
                banner = new BannerEntity();
                BangumiRecommend.BannersBean bannersBean = banners.get(i);
                banner.img = bannersBean.getImg();
                banner.link = bannersBean.getLink();
                bannerList.add(banner);
            }
            bannerView.delayTime(5).build(bannerList);
            mHeaderViewRecyclerAdapter.addHeaderView(headView_banner);
        }

        //设置Item
        TextView mNewBangumiItem = (TextView) headView_item.findViewById(R.id.layout_bangumi_new);
        TextView mWeekBangumiItem = (TextView) headView_item.findViewById(R.id.layout_bangumi_week);
        TextView mIndexBangumiItem = (TextView) headView_item.findViewById(R.id.layout_bangumi_index);
        mNewBangumiItem.setOnClickListener(v -> WeekDayBangumiActivity.launch(getActivity(), "三次元新番", 3));
        mWeekBangumiItem.setOnClickListener(v -> WeekDayBangumiActivity.launch(getActivity(), "二次元新番", 2));
        mIndexBangumiItem.setOnClickListener(v -> startActivity(new Intent(getActivity(), BangumiIndexActivity.class)));
        TextView mAllSerial = (TextView) headView_item.findViewById(R.id.tv_all_serial);
        mAllSerial.setOnClickListener(v -> startActivity(new Intent(getActivity(), NewBangumiSerialActivity.class)));
        mHeaderViewRecyclerAdapter.addHeaderView(headView_item);

        //设置分季新番
        RecyclerView mSeasonNewBangumiList = (RecyclerView) headView_list.findViewById(R.id.head_season_list);
        mSeasonNewBangumiList.setHasFixedSize(false);
        mSeasonNewBangumiList.setNestedScrollingEnabled(false);
        mSeasonNewBangumiList.setLayoutManager(new GridLayoutManager(getActivity(), 3));
        SeasonNewBangumiAdapter seasonNewBangumiAdapter = new SeasonNewBangumiAdapter(mSeasonNewBangumiList, seasonNewBangumis, false);
        seasonNewBangumiAdapter.setOnItemClickListener((position, holder) -> {

            SeasonNewBangumi.ListBean listBean = seasonNewBangumis.get(position);
            MiddlewareBangumi middlewareBangumi = new MiddlewareBangumi();
            middlewareBangumi.setTitle(listBean.getTitle());
            middlewareBangumi.setPic(listBean.getImageurl());
            middlewareBangumi.setSpid(listBean.getSpid());
            BangumiDetailsActivity.launch(getActivity(), middlewareBangumi);
        });
        mSeasonNewBangumiList.setAdapter(seasonNewBangumiAdapter);

        //设置新番连载
        RecyclerView mHeadRecommendList = (RecyclerView) headView_list.findViewById(R.id.head_recommend_list);
        mHeadRecommendList.setHasFixedSize(false);
        mHeadRecommendList.setNestedScrollingEnabled(false);
        mHeadRecommendList.setLayoutManager(new GridLayoutManager(getActivity(), 3));
        NewBangumiSerialAdapter newBangumiSerialAdapter = new NewBangumiSerialAdapter(mHeadRecommendList, newBangumiSerials, false);
        newBangumiSerialAdapter.setOnItemClickListener((position, holder) -> {

            NewBangumiSerial.ListBean listBean = newBangumiSerials.get(position);
            MiddlewareBangumi middlewareBangumi = new MiddlewareBangumi();
            middlewareBangumi.setPic(listBean.getCover());
            middlewareBangumi.setTitle(listBean.getTitle());
            middlewareBangumi.setSpid(listBean.getSpid());
            middlewareBangumi.setSeason_id(listBean.getSeason_id());
            middlewareBangumi.setFavorites(listBean.getFavorites());
            middlewareBangumi.setPlay(listBean.getPlay_count());
            middlewareBangumi.setWeekday(listBean.getWeekday());
            middlewareBangumi.setCreate(listBean.getLastupdate_at());
            middlewareBangumi.setCount(Integer.valueOf(listBean.getBgmcount()));
            BangumiDetailsActivity.launch(getActivity(), middlewareBangumi);
        });
        mHeadRecommendList.setAdapter(newBangumiSerialAdapter);

        mHeaderViewRecyclerAdapter.addHeaderView(headView_list);

        //设置查看更多分季新番界面
        TextView mAllNewBangumi = (TextView) headView_list.findViewById(R.id.tv_all_new_bangumi);
        mAllNewBangumi.setOnClickListener(v -> startActivity(new Intent(getActivity(), SeasonNewBangumiActivity.class)));
    }

    public void initEmptyView()
    {

        mSwipeRefreshLayout.setRefreshing(false);
        mCustomEmptyView.setVisibility(View.VISIBLE);
        mRecyclerView.setVisibility(View.GONE);
        mCustomEmptyView.setEmptyImage(R.drawable.img_tips_error_load_error);
        mCustomEmptyView.setEmptyText("加载失败~(≧▽≦)~啦啦啦.");
        SnackbarUtil.showMessage(mRecyclerView, "数据加载失败,请重新加载或者检查网络是否链接");
        mCustomEmptyView.reload(this::showProgressBar);
    }

    public void hideEmptyView()
    {

        mCustomEmptyView.setVisibility(View.GONE);
        mRecyclerView.setVisibility(View.VISIBLE);
    }

    private void setRecycleNoScroll()
    {

        mRecyclerView.setOnTouchListener((v, event) -> mIsRefreshing);
    }
}

redpajama_set_name: RedPajamaGithub


text:
Alex Caruso Scores Career-High 16 Points In Lakers' Loss To Raptors
Mark Blinch-NBAE via Getty Images
Lakers Video: LeBron James Appears To Tell Kawhi Leonard, 'We'll Be In Touch'
Matthew Moreno
The Los Angeles Lakers were competitive throughout much of the night and Alex Caruso scored a career-high 16 points but the end result was a 111-98 loss to the Toronto Raptors. With the win, the Raptors swept the season series a fourth year in a row.
Compounding a 2-for-9 start from the field for the Lakers was Kyle Kuzma picking up two fouls in less than four minutes, and JaVale McGee being whistled for three fouls in the first quarter.
As the Raptors stretched their lead to double-digits, the Lakers responded with a 6-0 run to keep their deficit manageable. But their progress was offset by allowing the Raptors to close the quarter on a 9-2 run, which was a theme throughout the game.
Caruso finding lanes and attacking the rim led to a team-high 14 points in first half on 5-for-5 shooting. His work to keep the Lakers in the game again was undone as the Raptors rattled off a 14-2 stretch to take a 65-54 lead into halftime.
As Toronto was maintaining their lead through the third quarter, LeBron James keyed a 7-0 run to pull the Lakers right back into it. They then managed to flip the script by being the team to close a quarter strong.
With that, the Lakers trailed by only six points heading into the final 12 minutes. But a dry spell, coupled with the Raptors continuing to connect on 3-pointers put them in a deficit that ultimately proved too steep to overcome.
L.A. did manage to cut the Raptors' lead to just nine points late in the quarter and got consecutive stops after that but failed to capitalize on offense.
The Raptors finished with 16 made 3-pointers, compared to just seven for the Lakers, and they held a 12-6 advantage on the offensive glass. The Lakers also lost the turnover battle, 21-17.
Lakers News: LeBron James, Dwyane Wade 'Were Just Trying To Make Kobe Bryant Proud Of Us'
During and even after Kobe Bryant's 20-year career with the Los Angeles Lakers, some…

redpajama_set_name: RedPajamaCommonCrawl


text:
EAC Website
East African Community- EAC
The East African Community (EAC) was originally founded in 1967, dissolved in 1977, and revived with the Treaty for the Establishment of the East African Community (the Treaty Establishing EAC) signed in 1999 by Kenya, Uganda and United Republic of Tanzania. Burundi and Rwanda became members in 2007 while South Sudan gained accession in April 2016. Underpinned by their historical links, Kenya, Uganda and United Republic of Tanzania had established strong economic cooperation laying the groundwork for further political, economic and social integration of the EAC member States.
The member States of EAC are: Burundi, Kenya, Rwanda, South Sudan, Uganda and United Republic of Tanzania.
The aim of EAC is to gradually establish among themselves a Customs Union, a Common Market, a Monetary Union, and ultimately a Political Federation of the East African States. The Treaty Establishing EAC stipulates the following principles to enhance policy harmonization and integration in the EAC region:
The attainment of sustainable growth and development of the partner States by the promotion of a more balanced and harmonious development of the partner States.
The strengthening and consolidation of cooperation in agreed fields that would lead to equitable economic development within the partner States and which would in turn, raise the standard of living and improve the quality of life of their populations.
The promotion of sustainable utilization of the natural resources and taking of measures that would effectively protect the natural environment of the partner States.
The strengthening and consolidation of the long-standing political, economic, social, cultural and traditional ties and associations between the peoples of the partner States so as to promote a people-centred mutual development of these ties and associations.
The mainstreaming of gender in all its endeavours and the enhancement of the role of women in cultural, social, political, economic and technological development.
The promotion of peace, security, and stability within, and good neighborliness among the partner States.
The enhancement and strengthening of partnerships with the private sector and civil society in order to achieve sustainable socio-economic and political development.
The undertaking of such other activities calculated to further the objectives of the community, as the partner States may from time to time decide to undertake in common.
The organizational structure of EAC consists of the following bodies:
Coordinating Committee
Sectoral Committees
East African Legislative Assembly
Selected regional indicators for EAC (2014)
GDP $159.5 billion
GDP per capita $918
Area (sq. km) 2.5 million sq.km
Total population 168.5 million
Total imports $40.2 billion
Total exports $13.6 billion
Source: United Nations Conference on Trade and Development, statistical database[1]
EAC also has eight subsidiary institutions and organizations:
Civil Aviation Safety and Security Oversight Agency
East African Development Bank
East African Health Research Commission
East African Kiswahili Commission
East African Science and Technology Commission
Inter-University Council for East Africa
Lake Victoria Basin Commission
Lake Victoria Fisheries Organization
EAC Pillars for Integration
Page Source: www.uneca.org Accessed: April 2020
Trade and Market IntegrationMacroeconomic Policy ConvergenceFree Movement of Persons Peace, Security, Stability and GovernanceHarmonisation of Sectoral Policies
Given the institutional foundations of the East African cooperation, some member States already traded with each other under the Preferential Trade Area for Eastern and Southern Africa. The trade and market integration processes are described under the provisions of article 5 of the Treaty Establishing EAC, stating that a Customs Union followed by a Common Market and a final culmination into an EAC Political Federation are the gradual steps of integration in the Community.
A Protocol for the Establishment of the EAC Customs Union was signed by three Heads of State – Kenya, Uganda and United Republic of Tanzania – on March 2004 in Arusha, United Republic of Tanzania. Rwanda and Burundi joined the Customs Union in 2008 and started applying its instruments in July 2009. In November 2009, the Heads of States signed the Protocol on the Establishment of the EAC Common Market that entered into force on July 2010 after the ratification by Burundi, Kenya, Rwanda, Uganda and United Republic of Tanzania. Member States agreed to, eliminate tariffs, remove non-tariff and technical barriers to trade; harmonize and mutually recognize standards and implement a common trade policy for EAC; and lastly, ease cross-border movement of persons and adopt an integrated border management system.Furthermore, the EAC also has a Model Investment Code that serves as a reference guide for member States to align their national investment policies in order to improve the business climate and promote trade that it adopted in 2006.
In June 2015 the EAC, the Common Market for Eastern and Southern Africa (COMESA) and the Southern African Development Community (SADC) agreed to establish a tripartite free trade area (TFTA). Although the Agreement has been signed, it has not yet entered into force due to outstanding technical work on tariff liberalization, rules of origin, trade remedies, and harmonization on trade-related policies. The TFTA is expected to be finalized within a year of the launching, which would effectively make it the largest free trade area in Africa and it could boost intra-regional trade by as much as one third.[1]
In March 2016, EAC adopted a road map for member States to optimize the utilization of its resources to accelerate productivity and the social wellbeing of its people, called the Vision 2050. The Vision depicts a future East Africa with cohesive societies, competitive economies, and strong inter-regional cooperation that will transform the EAC region into an upper middle-income region based on the principles of inclusiveness and accountability [2]. The TFTA will thus be instrumental in achieving the stated goals and a decisive step towards continent-wide integration.
[1] United Nations Economic Commission for Africa. Tripartite Agreement could boost intra-regional trade by one third (2016) http://www.uneca.org/stories/tripartite-agreement-could-boost-intra-regi… (accessed 1 July 2016).
[2] East African Community, EAC Vision 2050 (Arusha, Tanzania, 2016)
The EAC has been carrying out comprehensive economic reforms since the 1990s in order to stimulate the growth of the private sector. One such reform has been the gradual liberalization of financial sectors and capital account mobility in order to enhance macroeconomic harmonization. Consequently, EAC member States have moved towards adopting more flexible exchange rate mechanisms. Moreover, macroeconomic policy convergence is mandated by article 83 and 84 of the Treaty establishing the EAC, which specifies the framework for macroeconomic coordination and monetary fiscal policy harmonization within the EAC.
The Protocol on the Establishment of the EAC Common Market requires member States to pursue macroeconomic policy convergence to fully benefit from a Common Market. The free movement of capital has therefore been advanced in the Protocol, which states that the harmonization in other areas of cooperation, including investment promotion and private sector development, needs to be enacted. With regard to the investment climate, the EAC Secretariat recently finished implementing the components of the Financial Sector Development and the Regionalization Project for Africa between the EAC and the World Bank on Investment Climate Programme.
The EAC is in the preparatory stages of establishing an EAC Monetary Union. In November 2013, the Heads of States and Government signed a Protocol on the Establishment of the East African Community Monetary Union. The critical areas of harmonization include, monetary and exchange rate policy harmonization; statistic harmonization; fiscal policy coordination and harmonization; financial market coordination; banking supervision and financial stability; harmonization of payments and settlement systems; and cohesive accounting and financial standards. EAC also made the decision to establish the East African Monetary Institute and the East African Central Bank to fulfil these goals.[1]
[1]African Union, Status of Integration in Africa IV (Addis Ababa, Ethiopia, 2013). Available from http://www.au.int/ar/sites/default/files/SIA%202013(latest)_En.pdf.
EAC Common Market : https://www.eac.int/common-market
The free movement of persons in EAC can be traced back to the Treaty for East African Cooperation between Kenya, Uganda and United Republic of Tanzania from 1967, which ensured the free movement of persons within the region as one of the key cooperation elements. Member States adopted measures to achieve the free movement of persons, labour and services, and the right of establishment and residence of their citizens in the EAC region under article 104 of the Treaty Establishing EAC (1999).[1] The official launch of the EAC passport followed in 1999 and is presently operational for EAC citizens to travel freely in the EAC region for a period of six months. Plans to have it formally adopted as an international travel document are ongoing.[2]
Migration, in the context of a Common Market, is reflected under article 104 of the Treaty Establishing EAC and in article 5 of the Protocol on the Establishment of the EAC Common Market that was adopted in 2009. The Protocol states the right of cross-border movement of persons; the adaption of integrated border management; the removal of restrictions on movement of labour and services; and the right of establishment and residence.[3] Furthermore, the harmonization of labour policies for the purposes of guaranteeing free movement of labour, as stated in article 12 of the Protocol, provides that member States harmonize labour policies, laws, and programmes to enable the free movement of labour within the EAC region.[4]
[1] EAC, Immigration and Labour. Available from http://www.eac.int/sectors/immigration-and-labour (accessed 6 May 2016).
[2] EAC, The East African Passport. Available from http://www.eac.int/travel/index.php?option=com_content&id=112-eapassport… (accessed 6 May 2016)
[3] East African Community, Immigration and Labour (Arusha, United Republic of Tanzania). Available from http://www.eac.int/sectors/immigration-and-labour (accessed 6 May 2016).
[4] East African Community, Protocol on the establishment of the East African Community Common Market (2009). Available from http://www.minecofin.gov.rw/fileadmin/templates/documents/Common_Market_… (accessed 6 May 2016).
Under article 124 of the Treaty Establishing EAC, member States agreed that peace and security are prerequisites to social and economic development within the Community and vital to the achievement of the objectives of the Community. As a result, a Peace and Security Strategy was adopted in November 2006.[1] Subsequently, the EAC adopted the Protocol on Peace and Security as well as the EAC Conflict Prevention, Management and Resolution Mechanism in January 2012 at the EAC joint meeting of the sectoral councils on Cooperation in Defence, Inter-state Security and Foreign Policy Coordination. The EAC Peace and Security Protocol identified over 20 objectives for fostering regional peace and security, these include, combating terrorism and piracy; peace support operations; prevention of genocide; disaster management and crisis response; management of refugees; control of proliferation of small arms and light weapons; and combating transnational and cross-border crimes.[2] The EAC Conflict Prevention, Management and Resolution Mechanism also include initiatives for the prevention of conflicts where early warning systems are an integral part of the peace and security workings of EAC.
Moreover, EAC has, together with the European Union, Intergovernmental Authority on Development (IGAD), COMESA and the Indian Ocean Commission, established a regional action plan against piracy to ensure regional maritime security.[3]
[1] EAC, Overview. Available from http://eac.int/sectors/peace-and-security (accessed 6 May 2016).
[2] Others include addressing and combating cattle rustling, training programmes for security personnel, dispute settlement and regional and international cooperation in peace and security matters.
[3] http://federation.eac.int/index.php?option=com_content&view=article&id=1… (accessed 6 May 2016).
The EAC does not explicitly refer to harmonization of sectoral policies in its treaties or protocols. Implicitly however, the protocols for the Customs Union and the Common Market both include elements where harmonization of sectoral policies fall under the "Four Freedoms" of movement, comprising the free movement of goods, labour, services, and capital. The Protocol on the Establishment of the EAC Common Market declares further harmonization and cooperation of sectoral policies in agriculture, education, science and technology, infrastructure, investment promotion and private sector development, social policies, environmental and natural resources management, and trade.[1]
With regard to infrastructure, the EAC has identified five main corridors in the Community (a total length of about 15,000 km), which constitute a strategic priority and requires rehabilitation to complete the road network in the Community. Under the High-level Standing Committee on the East African Road Network, EAC has facilitated the sector reforms, which include the formation of road boards and agencies, participation of the private sector, harmonization of regional policies and axle loads control in the road subsector. Moreover, all the member States have road fund boards and road agencies. Likewise, the EAC member States are committed to developing standard gauge rail networks to replace their narrow gauge networks. Parts of the line network have already been covered by COMESA, given the multiple memberships of some states in which the lines are passing.
Member States are also committed to harmonize civil aviation regulations in the areas of flight safety standards (personnel licensing, airworthiness and flight operations), aerodromes certification, and aviation security and air navigation services. EAC Civil Aviation Safety and Security Oversight Agency is responsible for the development and provision of standardized air. As a result of common efforts in dealing with safety issues, the region was rated above the global average in terms of implementation of the critical safety elements during the International Civil Aviation Organization audits under the Universal Safety Oversight Audit Programme conducted in November 2008.
In regards to energy, the East African Power Master Plan was completed in May 2011 and approved in June 2011. The Power Master Plan outlines the least cost generation and the transmission programme in order to satisfy the electricity demand for 2013–2038 in the region. Following approval of the Power Master Plan, the EAC Secretariat was tasked to mobilize resources for priority projects that are critical for ensuring regional interconnectivity and enhancing power generation in the region.[2]
Given that agriculture is one of the East African region's most important sectors, the EAC established a Food Security Action Plan, which was developed and then approved for implementation by the EAC Heads of State at its ninth extraordinary Summit held in Dar es Salaam, United Republic of Tanzania, on 19 April 2011. The EAC Food Security Action Plan is an ambitious plan that aims at improving food security in member States. Under the Action Plan, EAC intends to deal with issues ranging from policy, institutional and legislative issues, production and marketing, to nutritional and related matters. The Action Plan is also in line with African Unions Comprehensive Africa Agriculture Development Programme principles.[3]
Health care is another sector where EAC have an objective to harmonize policies in order to undertake joint action towards the prevention and control of communicable and non-communicable diseases. The Regional East African Community Health-Policy Initiative is an institutional mechanism designed to link health researchers with policymakers and other vital research users. The East African Public Health Laboratory Networking Project and the East African Integrated Disease Surveillance Network are also mechanisms that aim to harmonize and increase member State cooperation in the health sector. Furthermore, the EAC has a regional response to HIV and AIDS that is guided by the EAC regional Multisectoral HIV and AIDS Strategic Plan for 2008–2013. The programme was managed by the EAC Secretariat and implemented through the National AIDS Control Councils, National AIDS and sexually transmitted infection Control programmes and the Ministries of Health in member States.[4]
[1] East African Community, Common Market. Available from http://www.eac.int/integration-pillars/common-market (accessed 6 May 2016).
[2] African Union, Status of Integration in Africa IV (Addis Ababa, Ethiopia, 2013). Available from http://www.au.int/ar/sites/default/files/SIA%202013(latest)_En.pdf.
The Headquarters of EAC
EAC Close, Afrika Mashariki Road
Arusha, United Republic of Tanzania
E-mail: eac@eachq.org
Web: http://www.eac.int/
EAC e-library and resources
EAC Legal Texts and Policy Documents - TRALAC
EAC - UNECA
African youth urged to take lead in implementation of AfCFTA
African youth have been called upon to own and take lead role in the implementation of the African Continental Free Trade Area (AfCFTA) and Agenda 2063. The call was made at the inaugural webinar dubbed Africa Expects Youth Series, an initiative…
https://www.pacci.org/wp-content/uploads/2021/01/christina-wocintechchat-com-faEfWCdOKIg-unsplash-2.jpg 1282 1920 Hanin Abdulrazzaq https://www.pacci.org/wp-content/uploads/2020/02/pacci-logo.png Hanin Abdulrazzaq2021-01-05 13:19:052021-01-05 13:19:05African youth urged to take lead in implementation of AfCFTA
Only 958 businesses nationwide aware of AfCFTA – GSS
Only 958 businesses across the country are said to be aware of the African Continental Free Trade Area (AfCFTA) which is expected to start on January 1, 2021, findings from the second wave of COVID-19 Business Tracker Survey…
https://www.pacci.org/wp-content/uploads/2020/02/pacci-logo.png 0 0 Hanin Abdulrazzaq https://www.pacci.org/wp-content/uploads/2020/02/pacci-logo.png Hanin Abdulrazzaq2020-12-30 11:56:282021-01-06 13:48:10Only 958 businesses nationwide aware of AfCFTA – GSS
Bring on AfCFTA, says Malawi
The Malawi government says it has put in place measures in readiness for the Africa Continent Free Trade Area (AfCFTA) as it rolls out on January 1, 2021. Trade Minister Sosten Gwengwe told The Southern Times Business that the country was…
https://www.pacci.org/wp-content/uploads/2020/02/pacci-logo.png 0 0 Hanin Abdulrazzaq https://www.pacci.org/wp-content/uploads/2020/02/pacci-logo.png Hanin Abdulrazzaq2020-12-28 13:19:532021-01-05 13:39:51Bring on AfCFTA, says Malawi


The Almería en Corto International Festival of Film Shorts has been held in Almería since 2002.
This is an open event for the film industry, bringing together creators, producers, technicians and film lovers. Apart from screenings of the films competing for the different prizes, there is also a series of parallel activities which complements the festival programme.


Cancun is the Heart of the Mexican Caribbean. Its tropical weather with year round sunshine makes it ideal for a vacation any time of the year. The beaches are known for their sugar white sands and beautiful turquoise waters.
From horseback riding to scuba diving, you will never run out of things to do in Cancun. Visit the world's largest underwater sculpture museum. By speedboat you will take a ride to the Isla Mujeres where you will begin your snorkeling tour of the underwater museum.
Watersports: scuba diving, snorkeling, and sport fishing, which is some of the best in the world. Charter a sailboat with crew too.
Adventure: zip-line, mountain bike riding, jungle jeep rides, swim the sacred Cenotes of the Riviera Maya.
Weddings: One of the most romantic locations in the world. Getting married in Cancun, legal requirements.
Puerto Vallarta's history traces back to the 16th century when it was visited by Spanish explorers. It became a resting area for the pirates working in that area. It was not inhabited until about 1851. It wasn't until 1918 that it became a municipality.
Puerto Vallarta is the sixth-largest city in the state of Jalisco on the Pacific Coast of Mexico. It has the same latitude as Hawaii with a subtropical climate. August and September are the hottest months. June through October is the rainy season. With 40 miles of coastline, Puerto Vallarta has a diverse topography with tropical jungles, rocky riverbeds, steep mountainsides, and arid flatlands.
The lodging options in this beautiful Jaliso city have over 18,000 lodging units; from bungalows to luxurious villas, boutique hotels to full-amenity resorts. It's family friendly and great for corporate meetings.
Marina Vallarta – This zone is located south of the airport. The Marina is a self-contained complex with a variety of upscale settings, including over 500-slips surrounded by condos. Its home to an 18-hole golf course and several luxury hotels. The Marina's boardwalk is a delight with the variety of shops, galleries and restaurants available.
Hotel Zone "Zone Hotelera" – Located between Downtown (El Centro) and the Marina Vallarta zone. Like the name indicates, its home to many hotels. Large brand chains to smaller properties, All-inclusive resorts, and high-rise condos. This zone offers lots of beach activity with long stretches of sand, people watching, beach vendors, and a lively setting.
Downtown (El Centro)/Los Muertos Beach – Considered the heart and soul of Puerto Vallarta. Known for the nightlife, restaurants, bars and shopping. The El Centro is quaint with cobblestone streets, white-walled housing, wrought-iron balconies and red-tiled roofs. Its pedestrian friendly and the town's famous Malecon mile long Beach. Los Arcos (arches) are across from the town's main square. Open air concerts and performance are held here regularly.
South Shore – Where the Sierra Vallejo meets the Bay. Isolated coves and beaches. This area is great for outdoor adventure and eco-tourism activities. Best cove-style beaches with white sands and calm waters. This area is where you will find most of Puerto Vallarta's most luxurious villas.
When's the best time to go? The weather is warm and sunny throughout the year, with the average temperature being 88 and minimum 65. The U.S. and Mexican holidays impact the travel flow. Christmas and Easter are the busiest time of year. July and August is busy with Mexican and International vacationers. Year round the city has cultural festivals and sports tournaments. During the fall the vegetation is lush and there are fewer crowds and this is also the time when you can get off-season pricing.
Deep-sea fishing – October through February is great for sailfish or marlin. May through October is great for small game fish.
Art Walk – October through May they have a great art walk that is considered a cultural must. Considered the liveliest artisan community.
More than four times the U.S. Population, China has about 1.4 billion people with the land area being about the same as the United States. The types of transportation you will find in China are a/c motor coaches, trains, domestic flights, boats of various sizes and rickshaws.
There are three main cities in China; Beijing, Xi'an and Shanghai. Eight main cuisines: Shandong, Guangdong, Sichuan, Hunan, Jiangsu, Zhejiang, Fujian and Anhui. Mandarin is the official language spoken.
China has 22 provinces, much like separate countries, 4 municipalities, and 5 autonomous regions.
In Beijing you will want to see the Forbidden City, Tiananmen Square, Temple of Heaven, Summer Palace, Ming Tombs and the Great Wall. The local flavor of Beijing is roasted duck. Another one of the things you may want to do is visit the Beijing Opera. If you are interested in architecture you will want to check out the Water Cube (the National Aquatics Centre), Beijing Olympic Stadium, the CCTV Tower in the Central Business District, and the National Grand Theatre. The National Grand Theater is a huge glass and titanium dome-shaped structure designed by Paul Andreu.
Shanghai "the City by the Sea" which is located in central-eastern China is sectioned into two parts: Pudong (east of Huangpu River) and Puxi (west of the Huangpu River). Shanghai is the gateway to the third longest river in the world, the Yangtze River. It's the largest and longest river in all of Asia. The Yangtze River is home to the largest construction project since the Great Wall, the Three Gorges Dam. The Three Gorges are known as the Sanxia or individually as Wuxia Gorge, Quatang Gorge, and the Xiling Gorge. The Three Gorges Dam is the world's largest hydroelectric dam and the construction costs are more than any other construction project in history.
Xi'an "Peace in the West" is an ancient city, home of many important dynasties. One of the sites you will want to see is the 8,000 Terracotta Warriors which were founded by a farmer in the 1970's and had been buried for more than 2,000 years. Huaqing Hot Spring, Xi'an City Wall, Xi'an Muslim Quarters and the Great Mosque, Shaanxi Provincial History Museum, Big Wild Goose Pagoda, Forest of Stone Steles, and Hanyang Tombs are among the many other sites you will want to see.
Don't forget to visit China's National Treasure in Chengdu, home to the world's largest giant and red Panda Reserve. It is conveniently located on the outskirts of Chengdu, home to about 80 giant pandas. On site is a research and breeding center with a museum. You can pay a fee to hold a Panda cub.
Leshan "Happy Mountain" is home of the world's largest stone-carved Buddha depicting Maitreya Buddha. The Giant Buddha was carved during one of the most important dynasties in Chinese history, the Tang Dynasty.
Suzhou "city of gardens" has about 69 gardens that represent the different styles of Dynasties: Yuan, Ming, Song and Qing.
Over the summer John Pistole TSA chief launched a trial 'pre-screening' pilot program called PreCheck with Delta and American Airlines for frequent flyers.
The program allows the frequent flyers to present personal information in advance to pass through security a little more smoothly. The TSA started testing the program on Oct. 4th.
Currently this TSA PreCheck pilot program for AA is available only at DFW (checkpoint C30) and Miami International Airport (checkpoint D2).
In order to participate in this program you must enroll at CBP Global Online Enrollment System (GOES) account.
On November 2nd, TSA chief John Pistole met with lawmakers to share the success of the program. You can check that out at the Senate Committee on Homeland Security and Governmental Affairs website.
Also, changes to how TSA screens young children under the age of 12 have been set in place. The agency will no longer pat down children as long as nothing suspicious comes up in metal detector or body scanner detectors screenings.
At this time the TSA PreCheck is only available on domestic flights out of four airports at Atlanta, Detroit, Dallas/Ft. Worth and Miami airports. At the Seante Committee on Wednesday Pistole was to share how successful it was going and that they will likely expand the pilot program.
With the perception of the internet saving you time and money, you may find that not really being the case. Advances in online travel services may make customizing your vacation more difficult. Along with various hidden fees, self-booking your travel has become more complex. One of the major reasons you want to use a Travel Agent over an online service is for their specialized knowledge. Travel Agents are able to match pricing of online travel sites as well as answer any questions you may have.
You may also find that with online travel services you have to deal with the headache of figuring out various rates and restrictions. A relationship with a Travel Agent can also save you from having to deal with oversold hotels, air, and natural disasters such as a Tsunami on your own. Your relationship with your Travel Agent isn't going to leave you stranded; whereas the relationship with your computer won't be able to offer you assistance when you are stuck at the airport half way around the world.
If you are planning a big vacation, you might want to reconsider giving that credit card information to an online source. Do you know how secure that source will be? Wouldn't you prefer to have a real person hold your hand through the process of that once in a lifetime vacation experience.
So, do yourself a favor. Look for an experienced travel professional who wants to work with you and make sure every travel experience is the best it can possibly be.


Do this, enter the word "Negotiate" into Google, then click on images. Most of what comes up are images of handshakes. In other words, this is what negotiation leads to – a deal that you seal with a handshake, or as we like to call it in the Meetings biz, a contract.
Strike a balance: Don't be too aggressive, and alternately, don't be wishy-washy. The balance is found in being clear on what it is you want, willing to bend a bit to create a win-win and not allowing anyone to walk all over you.
Ask for help: If you feel like the conversation is circling and circling and never landing, just ask for help. Rather than continuing to struggle through say, "Help me out here." This is often all that is needed to move the conversation forward.
Answer with a question: If you're asked a question you do not wish to answer, toss the same question back to them and see how they answer it. This may help you discover new opportunities.
Want, do, want, do: If the other party makes one demand after another and you keep meeting those demands, you will become exhausted and feel as if they are taking advantage of you. Sometimes you need to simply ask the reason for this demand – you may find out that it has already been met or that they read it somewhere or heard it somewhere and think they are doing their due diligence by making the demand. Sometimes you need to simply not meet their demands, as they are unnecessary to the health of the deal.
Goodbye: Always be willing to walk away. The last thing you need is a lopsided deal that ends up depleting you of energy, peace of mind and potentially, an expensive cost to your organization.
Partner Up: Don't go it alone! Why would you when you have a valuable, resourceful, willing to do the best for you negotiator right at your fingertips? For your next meeting contact me, Jill Stone, and let me negotiate on your behalf. Not only am I well versed in the art of negotiation, but I am a representative of HelmsBriscoe, an organization that purchases more room nights than any other. As a result I have great contacts in the industry, resources from around the globe and fabulous negotiating power.
Let me put my negotiating power to work for you, Meeting Planner!


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Tag Archives: Unscheduled Admissions
More on Self-Care, Patient Activation and NHS Sustainability (Health Foundation / BMJ Quality and Safety / Self Care Forum / NHS England / AMROC)
Summary A Health Foundation briefing explores the potential of increasing patient activation for better self-care in the management of long-term conditions (including asthma, diabetes and depression) and reducing avoidable hospital admissions. " …patients who were most able to manage their … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, Depression, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, Integrated Care, Management of Condition, Mental Health, National, NHS, NHS England, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Statistics, UK, Universal Interest	| Tagged 24-Hour Community-Based Services, Academy of Medical Royal Colleges (AoMRC), Academy of Medical Royal Colleges: Please Write to Me Initiative, Accident and Emergency Admissions, Accountable Integrated Care Systems (AICS), Ageing Society, Asthma, Asthma Hospital Admissions, Asthma: Avoidable Admissions, Avoidable Emergency Admissions, Awareness and Campaigns, Awareness and Understanding, Awareness Campaigns, Awareness Raising, Black Country STP, BMJ Publishing Group Ltd, BMJ Quality and Safety, Bridport Integrated Hub, Collaborative Working, Collaborative Working in Local Communities, Community and Voluntary Sector, Community Matrons' Late Visiting Service, Community Pharmacies, Community Pharmacists, Community Pharmacy, Community Virtual Wards, Community-Based Care, Community-Based Care for People With Frailty, Community-Based Support, Comprehensive Model of Personalised Care, Connecting Care+ (Wakefield), Data Analytics Team: Health Foundation, Data Analytics: Health Foundation, Debbie Newton: Director of Community Services at Mid Yorkshire Hospitals NHS Trust, Demand Management, Diabetes, Diabetes Self-Management Education and Support, Diabetes Self-Management Support (DSMS), Dorset County Hospital NHS Foundation Trust, Dr Hugh Rayner: Please Write to Me Initiative (Academy of Medical Royal Colleges), Dr Phil Earnshaw: Chair at NHS Wakefield CCG, Dr Riaz Dharamshi: Bridport Integrated Hub, Economic Sustainability, Education and Awareness, Electronic Care Records, Email Not Letters, Emergency Admissions, Emergency and Urgent Care Services, Emergency Attendances, Emergency Department Utilisation and Patient Activation, Epidemiological Concepts, Epidemiology, Financial Sustainability in the NHS, Good Practice in Managing Emergency Admissions, Health and Wellbeing, Health Policy, Health Wellbeing and Independence, Healthy Ageing, Healthy Behaviours, Healthy Communities, Integrated and Community-Based Care, Integrated Care Systems (ICSs), Integrated Neighbourhood Teams (INT), Jo Webster: West Yorkshire and Harrogate Clinical Commissioning Group Lead, Kamila Hawthorne: Vice-Chair of Royal College of General Practitioners (RCGP), Karen Kirkham: NHS England's National Clinical Advisor for Primary Care, Late Visiting Service: Community Matrons, Leicester, Leicestershire Planned Care Policies Report, Long-Term Conditions (LTCs), Matt Hancock: Secretary of State for Health and Social Care, Merran McRae: Chief Executive at Wakefield Council, Mid Yorkshire Hospitals NHS Trust, National Self Care Week (2018), NHS and Social Care Hubs, NHS England Integrated Care Case Studies, NHS Wakefield CCG, Outpatient Clinics: Writing Letters to Patients, PAM: Patient Activation Measure, Patient Activation, Patient Activation Measure (PAM), Patient Autonomy, Patient Efficacy, Patient Engagement, Patient Experience, Patient Factors (Demand Side), Patient Involvement, Personal Integrated Care (PIC) - Electronic Care Record, Pharmacist Involvement, PIC Files: Personal Integrated Care (PIC) Files, Please Write to Me: Academy of Medical Royal Colleges, Preventative Care, Preventative Services, Preventing Avoidable Emergency Admissions, Prevention, Prevention and Self Care, Prevention of Avoidable Emergency Admissions: Proactive Management of Long-Term Conditions, Prevention Programmes, Preventive Care, Preventive Services, Proactive Care Planning, Proactive Management of Long-Term Conditions, Public and Patient Involvement, Quality of Life for People With Long Term Conditions, Reducing Unnecessary Admissions, Reducing Unscheduled Admissions, Reducing Waste in the NHS, Ruth Williams: Clinical Directorate Lead at Sandwell and West Birmingham Hospitals NHS Trust, Sandwell and West Birmingham Hospitals NHS Trust, Sandwell iCares Scheme, Self Care For Life, Self Care Forum, Self Care Week, Self Care Week (2018), Self Care Week 2018 Resources, Self Care Week 2018: Choosing Self Care for Life, Self-Care, Self-Care Continuum, Self-Care Programme, Self-Determination, Self-Directed Services, Self-Directed Support, Self-Directed Support for Long Term Conditions, Self-Efficacy, Self-Efficacy (Carers), Self-Efficacy (Patients), Self-Help, Self-Management, Self-Management in Chronic Illness, Self-Management Support, Service User Involvement, Staying Healthy for Longer, Support for People with Complex Needs, Support for Self-Care, Supported Self-Care, Supporting People to Manage Their Health, Supporting Self-Care, Sustainability, The Black Country STP Footprint, Understanding Self Care for Life, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Urgent and Emergency Care, User Involvement, Virtual Wards, Virtual Wards to Reduce Readmissions, Wakefield, Wakefield (West Yorkshire), Wakefield Council, West Dorset GPs, West Leicestershire Clinical Commissioning Group (CCG), West Yorkshire and Harrogate Health and Care Partnership, Weymouth and Bridport (Dorset), Writing Outpatient Clinic Letters to Patients	| Leave a comment
Transformational Change in Health and Care: Learning From Case Studies (King's Fund)
Summary A recent King's Fund report explores diverse examples of successful transformational change, i.e. those which tend to focus on improving the lives of patients, to see if there are lessons for leadership style and organisational culture. Four case studies … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, Local Interest, Management of Condition, Mental Health, National, NHS, Person-Centred Care, Quick Insights, UK, Universal Interest	| Tagged Acute Care Services, Acute Hospital A&E and Liaison Mental Health Teams, Acute Hospital A&E and Liaison Mental Health Teams: Transforming Mental Health Crisis Care (NHS England), Acute Hospital Care, Acute Medical Care for Frail Older People, Acute Medical Care of Elderly People, Ageing Population, Birmingham (UK), Birmingham and Solihull Mental Health NHS Foundation Trust, Birmingham and Solihull NHS Mental Health Trust, Bromley by Bow Centre, Bromley by Bow Health Partnership, Bromley-by-Bow Healthy Living Centre in East London, Buurtzorg Model: Netherlands, Buurtzorg Nederland, Buurtzorg: Netherlands, Capability and Culture, Challenges of Urgent and Emergency Care, Change Bystanders, Change Leaders, Change Participants, Change Recipients, Change Sparks, Change Sponsors, Collaborative Leadership, Collaborative Working, Collective Leadership, Continuous Learning and Improvement, Continuous Learning Culture, Culture and Leadership, Culture Change, Culture Change in Health and Care, Culture Change in the NHS, Defining Ethos and Brand, Don Berwick: International Visiting Fellow at the King's Fund, Dual Focus: Change and Stability, East London, Emergency and Urgent Care Services, Emergency Attendances, Emergency Care, Emergency Care Networks, Emergency Centres, High-Quality Home Care (Buurtzorg: Netherlands), Hospital Liaison Psychiatry Services, Information Technology, Innovative Technology, Involvement and Participation, Leadership and Culture, Leadership Style, Learning Culture, Learning-Based Approaches, Liaison Psychiatry, Liaison Psychiatry in the Hospital Setting, Liaison Psychiatry Services, Long Term Care in the Netherlands, Netherlands, New Care Models, Northumbria Healthcare NHS Foundation Trust, Northumbria Specialist Emergency Care Hospital, Over-Optimism (NHS Reform Versus Institutional Inertia), Overcoming Inertia, Potential of Technology, Power Dynamics: Old Power Versus New Power, Professor Don Berwick, Quality Improvement, Quality Improvement and Transformational Change, Rapid Access Ambulatory Care Clinics, Rapid Assessment Interface and Discharge (RAID), Reconfiguration of Emergency Care System, Reducing Complexity, Reducing Inappropriate Accident and Emergency Department Attendances, Reducing Unnecessary Admissions, Reducing Unscheduled Admissions, Storytelling Approaches (to Research), Systems Complexity, Team-Based Approaches, Theory X Versus Theory Y (Basic Motivational Models), Transformational Change in Health and Care, Transformational Leadership, Transforming Urgent and Emergency Care Services, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Urgent and Emergency Care Pathways, Urgent and Emergency Care Services, Widening Participation, Work Complexity	| Leave a comment
Observations on Approaches to the Care of Persons With Dementia Who Have Had a Fall (Systematic Reviews)
Summary Falls are believed to occur for between 47% – 90% of people with dementia, and such falls are a common cause of hospital admissions / re- admissions. A recent narrative review examines the effectiveness of interventions intended to improve … Continue reading →
Posted in Acute Hospitals, Community Care, Falls, Falls Prevention, For Carers (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Models of Dementia Care, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Systematic Reviews, UK, Universal Interest	| Tagged Activities of Daily Living, Activities of Daily Living (ADLs), Avoidable Acute Hospital Admission in Older People, Avoidable Admissions, Avoidable Emergency Admissions, Avoidable Hospital Admissions, Avoiding Unplanned Admissions, Care of Persons With Dementia Who Have Had a Fall, Defence R&D Organisation (Delhi), Dementia Research Collaborative: University of East Anglia, Department of Human Physiology with Community Health: Vidyasagar University, Department of Physiology: City College (Kolkata India), Emergency Care, Emergency Services, Ergonomics and Sports Physiology Division: Vidyasagar University, Ergonomics Group: Defence Institute of Physiology and Allied Sciences (DIPAS), Evidence-based Practice Center: Center for Health Research (USA), Factors Behind Increasing Emergency Admissions, Factors in Increased Use of Urgent and Emergency Care, Fall-Related Outcomes, Falling Status Among Geriatric Population (India), Falls and Fracture Prevention, Falls in Cognitive Impairment and Dementia, Falls in Dementia, Falls Risk Factors, India, Institute of Health and Society: Newcastle University, Institute of Neuroscience: Newcastle University, Intravenous Zoledronic Acid, Journal of Geriatric Care and Research (JGCR), Kaiser Permanente Research Affiliates, NEADL: Nottingham Extended Activities of Daily Living Index, Newcastle University, Norfolk and Suffolk NHS Foundation Trust, Norwich, Norwich Medical School: University of East Anglia, Nottingham Extended Activities of Daily Living Index (NEADL), Pain Related Discomfort (PRD), Persons With Dementia Who Have Had a Fall, Preventable Hospital Admissions, Preventing Avoidable Emergency Admissions, Prevention, Prevention Agenda, Proactive Falls Prevention Schemes, Re-Admissions to Hospitals, Readmission Rates, Realist And Meta-narrative Evidence Syntheses: Evolving Standards (RAMESES), Reasons for Short Stay Emergency Admissions, Recurrent Falls, Reducing Re-Admissions to NHS Hospitals, Reducing Recurrence of Fractures, Reducing Unnecessary Admissions, Reducing Unplanned Hospital Admissions, Reducing Unscheduled Admissions, Systematic Reviews, Systematic Reviews and Meta-Analyses, United States, University of East Anglia, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care Pathways, USA, Vidyasagar University (Midnapore West Bengal), Zoledronic Acid	| Leave a comment
Alternative Approaches to Reducing Hospital Admissions / Re-Admissions (BBC News / British Red Cross / NESTA / King's Fund)
Posted on February 8, 2018 by Dementia and Elderly Care News
Summary The British Red Cross has proposed that home assessments, and comparatively simple interventions, when discharging old and vulnerable people for hospitals would help to reduce avoidable but predictable hospital re-admissions (and prevent many hospital admissions in the first place). … Continue reading →
Posted in BBC News, Charitable Bodies, Commissioning, Community Care, Falls Prevention, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, King's Fund, Management of Condition, National, NHS, Person-Centred Care, Personalisation, Quick Insights, UK, Universal Interest	| Tagged Acute Hospital Care, Age Friendly Homes, Age-Friendly Housing, Ageing and Society, Ageing Population, Assessment Before Discharge, Assisting Patients Inside Their Homes (Opportunity to Check Home Environment), Aston University, Avoidable Acute Hospital Admission in Older People, Avoidable Admissions, Avoidable Emergency Admissions, Avoidable Hospital Admissions, Avoiding Unplanned Admissions, BBC Health News, Bed Occupancy Rates, Between Home and Hospital: With British Red Cross, Birmingham, British Red Cross, Community Service Volunteers (CSV), Community-Based Care, Community-Based Support, Community-Based Volunteering, Costs and Harms of Delays in Discharging Older Patients From Hospital, Crises Facing Independent Living Service Users, Crisis Prevention, Criteria Led Discharge, Delayed Discharge: Patient Awaiting Care Package in Own Home, Delayed Discharge: Social Care Delays, Discharge Checklists, Discharge Decisions, Discharge Planning, Discharge Support, Discharging Older Patients From Hospital, Dr Nick Scriven: Society of Acute Medicine, Early Discharge Support, Emergency Attendances, Emergency Care, Emergency Medicine Journal, Emergency Readmissions to Hospital Within 28 Days of Discharge, Emergency Readmissions Within 30 Days, Emergency Services, Factors Behind Increasing Emergency Admissions, Factors in Increased Use of Urgent and Emergency Care, Failed Discharges, Feeling Unsafe, Frail Patients on Discharge From Hospital, Future Healthcare Journal, Health and Housing, Health Volunteering, Heart of England NHS Foundation Trust (HEFT), Helping in Hospitals, Home Assessments (on Hospital Discharge), Home Assessments (Prior to Discharge), Hospital Discharge, Hospital Re-Admission Risks, Housing and Care for Older People, Housing Quality, Imelda Redmond: Healthwatch England, In and Out of Hospital (British Red Cross), In-Home Assessments, Inappropriate Discharge, Living Alone, MDTs: Multidisciplinary Teams, Mike Adamson: Chief Executive of British Red Cross, Missed Opportunities, Multidisciplinary Teams, National Data for Better Analysis of Emergency Readmissions (Proposal), National Endowment for Science Technology and the Arts (NESTA), NESTA: National Endowment for Science Technology and the Arts, NHS Winter Pressures (aka Winter Crisis 2017-2018), Overnight Effect, Preventable Hospital Admissions, Preventing Avoidable Emergency Admissions, Prevention, Prevention Agenda, Prevention of Avoidable Emergency Admissions: Case Management, Prevention of Avoidable Emergency Admissions: Proactive Management of Home Conditions, Prevention of Avoidable Emergency Admissions: Team-Based Interventions in A&E, Proactive Falls Prevention Schemes, Re-Admissions to Hospitals, Readmission Rates, Reasons for Short Stay Emergency Admissions, Red Cross, Reducing Re-Admissions to NHS Hospitals, Reducing Unnecessary Admissions, Reducing Unplanned Hospital Admissions, Reducing Unscheduled Admissions, School of Health and Related Research: University of Sheffield, Social Prescribing, Solihull, Solihull Hospital, Solihull Metropolitan Borough Council, South Warwickshire Foundation Trust, South Warwickshire NHS Foundation Trust, Struggling and Caring For Others, Struggling With Everyday Tasks, Tackling Health Inequality Through Housing, University of Sheffield, University of Wolverhampton (Walsall), Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care Pathways, Urgent and Emergency Care Services, Urgent and Emergency Care Vanguards: Solihull Together for Better Lives, Value of Volunteering, Voluntary and Community Sector (VCS), Volunteering in General Practice, Volunteering in Hospitals, Warmer and Safer Homes, Winter Pressures	| Leave a comment
UK's First Dedicated A&E for Elderly Patients? (BBC News)
Summary Norfolk and Norwich University Hospitals NHS Foundation Trust are to open the first specialist A&E department for patients over 80 years old. This hospital's existing emergency department typically receives 350 people per day, of whom 50 may be aged … Continue reading →
Posted in Acute Hospitals, Age UK, BBC News, Commissioning, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Management of Condition, National, NHS, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest	| Tagged A&E, Access to Urgent and Emergency Care, Acute Care Services, Acute Hospital Care, Acute Medical Care for Frail Older People, Acute Medical Care of Elderly People, Admission Transfer and Discharge (Improving Patient Flow in Urgent and Emergency Care), Ageing and Society, Ageing Population, Avoidable Acute Hospital Admission in Older People, Avoidable Admissions, Avoidable Emergency Admissions, Avoidable Hospital Admissions, BBC Health News, BBC Norfolk News, Demand Management, Embedded Comprehensive Geriatric Assessment in Emergency Assessment Units (EAUs), Emergency Admissions, Emergency and Urgent Care Services, Emergency Assessment Unit (EAU), Emergency Assessment Units, Emergency Attendances, Emergency Bed Use, Emergency Care, Emergency Centres, Emergency Departments, Emergency Departments (Improving Patient Flow in Urgent and Emergency Care), Emergency Services, Evolving Demand, Factors Behind Increasing Emergency Admissions, Factors in Increased Use of Urgent and Emergency Care, Flow Within Hospitals, Geriatric Assessment and Care, Norfolk and Norwich University Hospital, Norfolk and Norwich University Hospitals NHS Foundation Trust, Preparations for Winter, Preventable Hospital Admissions, Preventing Avoidable Emergency Admissions, Prevention of Avoidable Emergency Admissions: Case Management, Prevention of Avoidable Emergency Admissions: Team-Based Interventions in A&E, Reducing Unnecessary Admissions, Reducing Unplanned Hospital Admissions, Reducing Unscheduled Admissions, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care Pathways, Urgent and Emergency Care Services, Urgent and Emergency Care Services Dedicated to Elderly	| Leave a comment
BBC's NHS Tracker Service: Re-Launched (BBC News)
Posted on October 18, 2017 by Dementia and Elderly Care News
Summary The BBC has launched a new improved version of the online NHS Tracker, in readiness for anticipated Winter-pressures. This service allows local variations in service performance to be viewed by postcode. Updates will be added to reflect monthly and … Continue reading →
Posted in Acute Hospitals, BBC News, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, Management of Condition, National, NHS, Northern Ireland, Quick Insights, Scotland, Standards, Statistics, UK, Universal Interest, Wales	| Tagged 62 Day Cancer Waiting Standard, A&E Four-Hour Wait Standard, A&E Quality Indicators, Access Targets, Access Times for Planned Treatments, Access to Hospital Care, Accident & Emergency, Accident and Emergency Departments, Accident and Emergency: NHS Performance Indicators, Acute Care, Acute Hospital Care, Ageing and Society, Ageing Population, BBC Data Team, BBC Health News, BBC News Reality Check, BBC Reality Check Team, BBC's NHS Winter Project, Cancer Care Waiting Time Target, Four-Hour A&E Waiting Time Target, Geographical Variations, Jeane Freeman: Scottish Cabinet Secretary for Health and Sport, Katherine Henderson: President of the Royal College of Emergency Medicine, Key Performance Indicators, Local NHS Performance Tracking Service (NHS Winter Project), Local Variations, London North West Healthcare NHS Trust, London North West Healthcare NHS Trust: Preparations Ahead of Winter 2017/8 (Extra Funding), NHS Funding and Performance: Wales Versus England (BBC Reality Check), NHS in Winter (BBC News), NHS Pensions Row (2019), NHS Performance Indicators, NHS Performance Tracker, NHS Sustainability, NHS Tracker Service (BBC's NHS Winter Project), NHS Tracker Service (BBC), NHS Winter Crisis, NHS Winter Project (BBC News NHS Tracker Service), NHS Winter Project (BBC News), North Tees and Hartlepool NHS Foundation Trust, Northwick Park Hospital, Performance Indicators, Performance Targets, Planned Operations Waiting Time Target, Planned Treatment, Quality and Sustainability, Quality of Health Care, Quality Standards, Sustainability, Target Culture, Target-Driven Behaviour, Target-Driven Priorities, Targets and Performance Management, University Hospital Of North Tees, Unscheduled Admissions, Unwarranted Variations, Urgent and Emergency Care, Urgent and Emergency Care Review, Urgent and Emergency Services, Variations in Service, Waiting Time Target Breaches, Waiting Time Targets in the NHS in England, Waiting Times for Planned Treatments, Winter Preparedness, Winter Pressures	| Leave a comment
Quality Improvement in Urgent and Emergency Care (NHS Improvement / NHS England / Department of Health)
Summary An earlier BBC News description of the problem: Full Text Link Reference Cawley, L. (2017). Four-hour accident and emergency waits rise 300% at some hospitals. London: BBC Health News, March 16th 2017. Further context and introductory analysis: Full Text … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), In the News, Integrated Care, Local Interest, Management of Condition, National, NHS, NHS Confederation, NHS England, NHS Evidence, NHS Improvement, Non-Pharmacological Treatments, Nuffield Trust, Person-Centred Care, Quick Insights, Royal Wolverhampton NHS Trust, Standards, UK, Universal Interest, Wolverhampton	| Tagged 2017-19 Integration and Better Care Fund Policy Framework, A&E, A&E Waiting Times and Activity, Access to Urgent and Emergency Care, Accident and Emergency Doctors, Accountable Care Organisations (ACOs), Acute Assessment (Improving Patient Flow in Urgent and Emergency Care), Acute Bed Capacity, Acute Care, Acute Care Collaboration, Acute Care Services, Acute Hospital A&E and Liaison Mental Health Teams, Acute Hospital A&E and Liaison Mental Health Teams: Transforming Mental Health Crisis Care (NHS England), Acute Hospital Care, Acute Medical Care for Frail Older People, Acute Medical Care of Elderly People, Acute Medical Unit Consultant Input, Acute Medicine Units (AMUs), Admission Transfer and Discharge (Improving Patient Flow in Urgent and Emergency Care), Ageing and Society, Ageing Population, Ambulance Handovers, Ambulance Handovers (Improving Patient Flow in Urgent and Emergency Care), Ambulance Response Programme (ARP), Ambulance Service Targets, Ambulance Services, Ambulatory Emergency Care (Improving Patient Flow in Urgent and Emergency Care), Association of Ambulance Chief Executives (AACE), Avoidable Acute Hospital Admission in Older People, Avoidable Admissions, Avoidable Emergency Admissions, Avoidable Hospital Admissions, Avoiding Unplanned Admissions, Barts Health NHS Trust, BBC Health News, Bristol Royal Infirmary, British Geriatrics Society (BGS), British Medical Association (BMA), British Medical Journal (BMJ), Cambridgeshire and Peterborough NHS Foundation Trust (CPFT), Centrally Coordinated Patient Flow (Use of Data in Hospital's Dashboard), Centre for Urgent and Emergency Care, Chris Hopson: Chief Executive of NHS Providers, Clinical Decision Units (CDUs), Clinical Decision Units (Improving Patient Flow in Urgent and Emergency Care), Cm, Commons Health Select Committee, Consultant Input, Delayed Transfers of Care, Delayed Transfers of Care (DTOC), Demand Driven by Alcohol Consumption, Demand Management, Developing Trusted Assessment Schemes, Discharge and Out of Hospital Care, Dispatch on Disposition (DoD), Dysfunctional Patient Flow, Early Senior Assessment, Early Senior Review of Patients, Early Supported Discharge (ESD), East and North Hertfordshire Care Home Vanguard, ECIP, ECIP: Emergency Care Improvement Programme, Emergency Admissions, Emergency Ambulance Services, Emergency and Urgent Care Services, Emergency Assessment Unit (EAU), Emergency Assessment Units, Emergency Assessment Units (EAUs), Emergency Attendances, Emergency Bed Use, Emergency Care, Emergency Care ACP Curriculum, Emergency Care Improvement Programme (ECIP), Emergency Care Intensive Support Team (ECIST), Emergency Centres, Emergency Departments, Emergency Departments (Improving Patient Flow in Urgent and Emergency Care), Emergency Flow Improvement Tool, Emergency Medical Services (EMS), Emergency Medicine Consultants, Emergency Services, Evolving Demand, Factors Behind Increasing Emergency Admissions, Factors in Increased Use of Urgent and Emergency Care, Flow Within Hospitals, Four-Hour A&E Waiting Time Target, Frailty, Frailty (Improving Patient Flow in Urgent and Emergency Care), Funding, Government Response to Health Select Committee Report on Winter Pressure in Accident and Emergency Departments (2017), GP Services Co-Located With A&E Department, GPs Co-Located With A&E Department, Health Education England West Midlands, Health First (USA), Health Select Committee, Health Select Committee (HSC), Health Select Committee Inquiry, Health Select Committee Report on Winter Pressure in Accident and Emergency Departments, High Impact Change Model (HICM), Homes Regional Medical Centre (Florida), Hospital Bed Capacity, House of Commons Health Select Committee, Improving Patient Flow in Urgent and Emergency Care, Inappropriate Accident and Emergency Department Attendances, Increasing Bed Capacity, Integrated and Community-Based Care, Integrated Emergency Department (A&E), Katherine Henderson: President of the Royal College of Emergency Medicine, Long A&E Waits, Long Waiting Times, Luton and Dunstable University Hospital NHS Foundation Trust, Luton and Dunstable University NHS Foundation Trust, Management of System, MDTs: Multidisciplinary Teams, Medical Workforce, Mental Health (Improving Patient Flow in Urgent and Emergency Care), Mental Health Crisis First Response Service (FRS) and Sanctuaries, Mid-Cheshire NHS Foundation Trust, National Priorities for Acute Hospitals (2017), Next steps on the NHS Five Year Forward View (2017), NHS England Urgent and Emergency Care Review Team, NHS in Winter (BBC News), NHS Winter Crisis, NHS111 Directory of Services (DoS), NHSI: NHS Improvement, Non-Medical Workforce, November 2017 Quarterly Monitoring Report (King's Fund), Out-of-Hours GP Services Co-Located With A&E Department, Patient flow, Patient Flow Within Hospitals, Pauline Philip: Chief Executive of Luton & Dunstable University Hospital NHS Foundation Trust - Milton Keynes of Bedfordshire and Luton STP Footprint Lead, Pauline Philip: NHS England's National Director for Urgent and Emergency Care, Payment Mechanisms, Pharmacist Involvement, Poole Hospital NHS Foundation Trust, Poole Hospital NHS Foundation Trust: Acute Frailty Service, Preparations for Winter, Preventable Hospital Admissions, Preventing Avoidable Emergency Admissions, Prevention of Avoidable Emergency Admissions: Case Management, Prevention of Avoidable Emergency Admissions: Crisis Resolution Teams, Prevention of Avoidable Emergency Admissions: Intermediate Care, Prevention of Avoidable Emergency Admissions: Proactive Management of Long-Term Conditions, Prevention of Avoidable Emergency Admissions: Team-Based Interventions in A&E, Primary Care Streaming (Improving Patient Flow in Urgent and Emergency Care), Priorities for Acute Hospitals, Rapid Improvement Guide to Trusted Assessors, Real Time Locating Software (RTLS), Real-Time Locating Software (RTLS) to Improve Patient Flow, Reasons for Short Stay Emergency Admissions, Recognition and Diagnosis of Frailty, Red2Green Bed Days, Red2Green Rapid Improvement Guide, Reducing Unnecessary Admissions, Reducing Unplanned Hospital Admissions, Reducing Unscheduled Admissions, Review of Winter 2016/17 (NHS Improvement and NHS England), Royal Berkshire NHS Foundation Trust Emergency Department, Royal College of Emergency Medicine (RCEM), Royal College of Physicians (RCP), Royal College of Surgeons (RCS), SAFER Patient Flow Bundle, SAFER Patient Flow Bundle and Red2Green Days (Improving Patient Flow in Urgent and Emergency Care), Salford Royal NHS Foundation Trust, Salford Royal NHS Foundation Trust (SRFT), Sarah Wollaston: Chair of the House of Commons Health Select Committee, Sarasota Memorial Health Care System, Sarasota Memorial Hospital, Senior Clinical Input, Senior Review of Patients, Short Stay Admissions, Society for Acute Medicine (SAM), South Warwickshire NHS Foundation Trust, South Warwickshire's Trusted Assessment Form, Specialties (Improving Patient Flow in Urgent and Emergency Care), Staffing, Supporting Adult Social Care to Maintain Patient Flow, Team-Based Interventions in A&E, Tele-tracking Technology, TeleTracking, TeleTracking Technologies Inc, Trusted Assessment (Improving Patient Flow in Urgent and Emergency Care), Trusted Assessment Implementation Checklist, Trusted Assessors, University Hospitals Bristol NHS Foundation Trust, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care Pathways, Urgent and Emergency Care Review, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England, Using Primary Care to Reduce Demand, Western Sussex Hospitals NHS Foundation Trust, Winter From Hell: 2016-7 (Allegation), Winter Preparedness, Winter Pressure in Accident and Emergency Departments (House of Commons Health Select Committee: HC 277), Winter Pressures, Working on Edge of Safety (NHS Providers Allegation)	| Leave a comment
Approaches to the Reduction of Preventable Hospital Admissions: a Systematic Review (BMJ Open)
Summary A recent systematic review examined the alternatives to hospital admission for older patients at risk of unplanned hospitalisation. The broad categories of interventions considered were (i) improved use of paramedic / emergency care practitioners, (ii) interventions based in emergency … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Management of Condition, Models of Dementia Care, National, NHS, NHS England, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Standards, Statistics, Stroke, Systematic Reviews, UK, Universal Interest	| Tagged Acute Hospital Care, Ageing and Society, Ageing Population, Avoidable Acute Hospital Admission in Older People, Avoidable Admissions, Avoidable Emergency Admissions, Avoidable Hospital Admissions, Avoiding Unplanned Admissions, BMJ Open, BMJ Publishing Group Ltd, Bristol, Bristol Randomised Trials Collaboration: University of Bristol, Brunelcare: Saffron Gardens (Bristol), Case Management, Centre for Academic Primary Care: University of Bristol, Chronic Obstructive Pulmonary Disease (COPD), Community Hospitals, COPD: Chronic Obstructive Pulmonary Disease, Crisis Resolution Teams, Department of Emergency Medicine: University Hospitals Bristol NHS Foundation Trust, Emergency Admissions, Emergency and Urgent Care Services, Emergency Attendances, Emergency Care, Emergency Centres, Emergency Departments, Emergency Medical Services (EMS), Emergency Services, Factors Behind Increasing Emergency Admissions, Factors in Increased Use of Urgent and Emergency Care, Faculty of Health and Applied Sciences: University of the West of England, HaH Interventions, HaH: Hospital at Home, Health Economics at Bristol: University of Bristol, Heart Failure, Independent Prescribing by Paramedics, Intermediate Care, Paramedic Prescribing, Pneumonia, Preventable Hospital Admissions, Preventing Avoidable Emergency Admissions, Prevention of Avoidable Emergency Admissions: Case Management, Prevention of Avoidable Emergency Admissions: Crisis Resolution Teams, Prevention of Avoidable Emergency Admissions: Intermediate Care, Prevention of Avoidable Emergency Admissions: Proactive Management of Long-Term Conditions, Prevention of Avoidable Emergency Admissions: Team-Based Interventions in A&E, Prevention of Avoidable Emergency Admissions: Telehealth, Proactive Management of Long-Term Conditions, Pulmonary Embolism, Reasons for Short Stay Emergency Admissions, Reducing Unnecessary Admissions, Reducing Unplanned Hospital Admissions, Reducing Unscheduled Admissions, School of Social and Community Medicine: University of Bristol, Systematic Review, Systematic Reviews and Meta-Analyses, Uncomplicated Diverticulitis, University Hospitals Bristol NHS Foundation Trust, University of Bristol, University of the West of England, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care Pathways, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England	| Leave a comment
Recent Assessments of Health and Social Care Integration in England: the Problems and the Promise (House of Commons Library / SCIE)
Posted on March 6, 2017 by Dementia and Elderly Care News
Summary The following House of Commons Library briefing investigates the challenges involved in the integration of health and social care. Recent Government policies to promote more integrated care are described, including Health and Wellbeing Boards, local strategic planning forums and … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, Management of Condition, Models of Dementia Care, National, NHS, Person-Centred Care, Quick Insights, SCIE, Standards, Statistics, UK, Universal Interest	| Tagged Barriers to Integration, Barriers to Integration: Costs for NHS bodies and Local Authorities When Integrating Services, Barriers to Integration: Different Funding Incentives for the NHS and Local Authorities, Barriers to Integration: Different Funding Models, Barriers to Integration: Different Inspection Frameworks, Barriers to Integration: Different Workforce Cultures, Barriers to Integration: Difficulties in Effective Information Sharing, Barriers to Integration: Government Policy Priorities Competing With Integration Agenda, Barriers to Integration: Integration of Budgets, Barriers to Integration: NHS Services Free Versus Means-Tested Social Care, Barriers to Integration: Organisational Integration, Barriers to Integration: Problems Regarding Joint-Departmental Oversight, BBC Panorama, BBC Panorama: Home Care Providers Investigation, Birmingham, Care for People with Dementia in the Community, Care in the Community, CCGs: Clinical Commissioning Groups, Clenton Farquharson: Director of Community Navigator Services, Clinical Commissioning Groups (CCGs), Community Care, Community Care Services, Community Rehabilitation, Community-Based Services, Continuity of Care, Creating the Five Year Forward View for Social Care (SCIE), Discharge Planning, Emergency Admissions, Emergency and Urgent Care Services, Emergency Attendances, Emergency Care, Emergency Readmissions, Emergency Readmissions to Hospital, Financial Issues, Financial Pressures, Five Year Forward View (NHS England), Five Year Forward View for Social Care (SCIE), Funding Transfer to Local Authorities, Health and Social Care, Health and Social Care Delivery Models, Health and Social Care in the Community, Health and Social Care Integration, Health and Social Care Integration Fund, Health and Social Care Services, Health and Social Care: Integration Transformation Fund, Health and Wellbeing Boards (HWBs), House of Commons Library, House of Commons Library Briefing Paper CBP-7902, House of Commons Library Briefing Paper CBP07902, Inappropriate Accident and Emergency Department Attendances, Innovation in Health and Social Care, Integrated and Community-Based Care, Integrated Care and Support, Integrated Care and Support Pioneers, Integrated Care and Support Pioneers Programme, Integrated Commissioning, Integrated Discharge Process, Integrated Home and Community Care Services, Integration of Budgets, Integration of Health and Social Care, Integration Transformation Fund, Local Authorities, New Care Models, New Care Models Programme, NHS England's Five Year Forward View, NHS Five Year Forward View (5YFV), NHS Funding, NHS Spending, NHS Sustainability, Organisational Integration, Over-Optimism (Brilliant Plans - Sluggish Systems), Over-Optimism (NHS Reform Versus Institutional Inertia), Panorama (BBC TV), Partnership and Collaboration, Partnership Working, Patient Experience, Preventable Hospital Admissions, Primary Care, Primary Care Alternatives to Emergency Hospital Admissions, Primary Care Service Interventions, Primary Healthcare Provision, Reducing Inappropriate Accident and Emergency Department Attendances, Reducing Unnecessary Admissions, Reducing Unscheduled Admissions, SCIE's Total Transformation of Care and Support, Self-Care, Service Transformation, Service User Experience, Social Care Institute for Excellence (SCIE), Support at Home (SHIELD), Sustainability, Total Transformation of Care and Support (SCIE), Total Transformation of Care and Support: Case Studies, Total Transformation of Care and Support: Local Total Transformation Conversations, Total Transformation of Care and Support: Logic Model(s), Total Transformation of Care and Support: Models of Care, Total Transformation of Care and Support: Vision, Transformation of Care and Support, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Whole System Integration, Whole Systems Approach, Whole Systems Design, Whole-System Approaches	| Leave a comment
Health and Social Care Integration: a Tale of Over-Optimism? (NAO / BBC News)
Summary A recent National Audit Office (NAO) report warns that progress towards the integration of health and social care has been slower and less successful than expected. It has not yet delivered the efficiencies and savings that the Department of … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Community Care, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, Local Interest, Management of Condition, National, National Audit Office, NHS, NHS England, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Standards, Statistics, UK	| Tagged Accountability in Health and Social Care, Ashley McDougall: Director of National Audit Office, Barriers to Integration, BBC Health News, Better Care Fund (BCF), Better Care Fund 2015-16 Performance, Care for People with Dementia in the Community, Care in the Community, CCGs: Clinical Commissioning Groups, Clinical Commissioning Groups (CCGs), Community Care, Community Care Services, Community Rehabilitation, Community-Based Services, Continuity of Care, DCLG: Department for Communities and Local Government, Department for Communities and Local Government, Discharge Planning, Emergency Admissions, Emergency and Urgent Care Services, Emergency Attendances, Emergency Care, Emergency Readmissions, Emergency Readmissions to Hospital, Financial Issues, Financial Pressures, Five Year Forward View (NHS England), Funding Transfer to Local Authorities, Health and Social Care, Health and Social Care Delivery Models, Health and Social Care in the Community, Health and Social Care Integration, Health and Social Care Integration Fund, Health and Social Care Integration Pioneers, Health and Social Care Services, Health and Social Care: Integration Transformation Fund, Implications of Sustainability and Transformation Plans (STPs): Pre-Determined Solutions, Inappropriate Accident and Emergency Department Attendances, Innovation in Health and Social Care, Integrated and Community-Based Care, Integrated Care and Support, Integrated Care and Support Pioneers, Integrated Care and Support Pioneers Programme, Integrated Commissioning, Integrated Discharge Process, Integrated Emergency Department (A&E), Integrated Home and Community Care Services, Integrated Personal Commissioning (IPC), Integrated Services, Integrating Health and Social Care Services Across England by 2020, Integration of Health and Social Care, Integration Transformation Fund, Integration Transformation Fund (ITF), IPC: Integrated Personal Commissioning, Local Authorities, Local Sustainability and Transformation Plans (STPs), National Audit Office (NAO), New Care Models, New Care Models Programme, New Care Models: Vanguard Sites, NHS England's Five Year Forward View, NHS Five Year Forward View (5YFV), NHS Funding, NHS Spending, NHS Sustainability, Over-Optimism (Brilliant Plans - Sluggish Systems), Over-Optimism (NHS Reform Versus Institutional Inertia), Partnership and Collaboration, Partnership Working, Patient Experience, Preventable Hospital Admissions, Primary Care, Primary Care Alternatives to Emergency Hospital Admissions, Primary Care Service Interventions, Primary Healthcare Provision, Professor Jane Dacre: President of Royal College of Physicians, Reconfiguration of Emergency Care System, Reducing Inappropriate Accident and Emergency Department Attendances, Reducing Unnecessary Admissions, Reducing Unscheduled Admissions, Self-Care, Service Transformation, Service User Experience, Sir Amyas Morse: Head of National Audit Office, Sustainability, Sustainability and Transformation Plans (STPs), Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Urgent and Emergency Care, Urgent and Emergency Care Services, Urgent and Emergency Services, Vanguards: New Care Models Programme, Web of Care For Patients With Dementia, Whole System Integration, Whole Systems Approach, Whole Systems Design, Whole-System Approaches	| Leave a comment


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