Benson Health

Are you shifting your community service to an Integrated Care System (ICS)? There are clear benefits in more connected, efficient, and patient-centred care. However, the transition requires systematic, robust and dynamic planning. Here are some critical areas providers should be considering to maximise benefits of transitioning to ICS: 1️⃣ Forecasting Demand: Anticipate service needs by analysing trends and patterns, ensuring you can respond effectively to rising or shifting demand. 2️⃣ Adapting to Virtual Care: Understand the impact of virtual wards and telecare on staff workloads and patient outcomes to scale these services effectively without compromising quality. 3️⃣ Mapping Patient Journeys: Analyse how patients interact with integrated services to improve coordination, identify gaps, and enhance experiences across care pathways. 4️⃣ Evaluating Costs and Benefits: Assess the financial and workforce implications of service changes, ensuring strategies are sustainable and deliver real value. 5️⃣ Optimising Resource Allocation: Align resources with demand and capacity to improve efficiency while maintaining equity across populations. The move to ICSs isn’t just about merging services—it’s about building systems that are proactive, data-driven, and patient-focused. By addressing these areas, community providers can lead the way in delivering better care for all. Benson has a ready-built system that can help optimise your ICS. Get in touch if you want to discuss. #IntegratedCare #CommunityHealth #ICS

https://lnkd.in/e_bX_YRV We are pleased to announce our website has completed an (early) spring clean, now updated with pages for the various modules included in the Benson community App, videos and guides. Please check this out if you are interested in ideas around driving transformation in community services, planning for integrated care or workforce optimisation. You can now use the site to arrange a demo for your organisation. #HealthcareInnovation #DigitalHealth #HealthTech #CommunityHealth

An intro to our new Virtual Ward and Hospital at Home service model, we are supporting providers to rollout these services with robust service and workforce planning

Virtual wards are set to transform the NHS by enabling patients to receive hospital-level care at home, reducing admissions and easing pressures on acute services. For community providers, virtual wards represent a significant opportunity to improve patient outcomes, enhance efficiency, and extend their impact. However, realising the full potential of virtual wards requires careful planning. And being able to design the right service, predict benefits and understand resourcing implications. That's where demand forecasting becomes critical. The Benson Virtual Ward and Hospital-at-Home service planning model empowers providers and commissioners to inform service development by predicting demand, quantifying benefits, and designing tailored workforce strategies. Check it out here: bit.ly/3OGnvwQ By integrating real-time data and predictive analytics, providers can ensure the right resources are in place to deliver seamless care while maintaining quality. Additionally, the model supports performance tracking, offering insights into how virtual wards drive operational improvements over time. As virtual care becomes integral to the healthcare landscape, innovative planning tools are essential for community providers to stay ahead and maximise value for patients and systems alike.

Establishing a clear strategy for clinical deployment of unqualified or skill mix staff, and tracking achievement of specified good practice over time is a critical opportunity for all community services in driving efficiency and sustainability. This example shows how a community nursing provider uses Benson to compare skill mixing of Insulin Admin across the teams . This will drive discussion about achievable good practice, resource allocation and help to develop overall strategy for their skill mix staff. #bensonhealth #communityhealth #allocation #performanceimprovement #safestaffing #financialsustainability

Can community care balance productivity gains with high-quality care? Here’s how a fairer approach might help. Driving increased productivity is a key strategy for community providers seeking to navigate forthcoming demand pressures. But how should we interpret and measure “Productivity” in community services? And if we can achieve this fairly and uniformly, how can this drive positive change? Acute tools are task oriented, e.g. Interventions per Day – but this overlooks the impact of factors such as travel time and complexity factors in the community. Focusing on this risks mixed messages: cutting visit time, reducing care quality and stressing out staff. A far more appropriate measure of productivity is Staff Utilisation (% of work time spent on clinical tasks). This metric includes allowances for travel and record keeping, enabling comparison across teams with diverse demographics and geographics. Dynamic reporting helps identify variance, share effective ideas, and promotes adherence to good practice. This helps community providers improvements that acknowledge complexity and preserve quality of care for patients. #bensonhealth #communityhealth #productivity #performanceimprovement #safestaffing #financialsustainability

Can community care balance productivity gains with high-quality care? Here’s how a fairer approach can help. Seeking productivity gains will be a key strategy for community health providers seeking to navigate forthcoming demand pressures. But what does “Productivity” mean in a community context, and how should we measure it? And if we can achieve this fairly and uniformly, how can this drive positive change? Managers might choose interventions per day – but this overlooks the impact of factors such as travel time and complexity factors. Focusing on this runs the risk of cutting visit time, reducing quality and stressing out staff. We believe the most appropriate single measure of productivity is clinical share – measured as total clinical time over total work hours. Clinical time should include visit duration, plus allowances for travel and record keeping. This enables comparison across teams with diverse demographics and geographics. Now we can observe differences across teams. Can we share ideas (from those achieving good practice) that convert existing potential in our organisation (the yellow triangle)? Which barriers or obligations are getting in the way? Dynamic reporting helps identify variance, share effective ideas, and promotes adherence to good practice. This helps community providers improvements that don’t impact the quality of care for patients.

Since its introduction in 2014, Quadruple Aim has reshaped healthcare by creating a balanced, holistic framework that prioritises patient outcomes, population health, cost efficiency, and provider well-being. How can this framework drive effective value-based change in community health services? What strategies are needed, and how should progress be measured? At Benson Health, we’re bringing Quadruple Aim to Community Healthcare. By integrating these principles into our monthly reports, we’re expanding the metrics available to our clients to evaluate and enhance their performance, creating balanced, actionable insights. This ensures the drive to become more efficient and innovative is offset by meeting complexity and delivering quality care for patients. A balanced approach empowers providers to improve community health outcomes while fostering sustainable, effective, and equitable care. #bensonhealth #communityhealth #productivity #performanceimprovement #safestaffing #financialsustainability