The service aims to reduce time to diagnosis for both NHS and private patients by eliminating the need for waiting lists or GP referrals. Members simply call with their symptoms and are assessed by a medical professional who will decide on the best specialist required to address their individual needs. Many of the as.one specialists have national and international reputations in their sub specialism and all are recommended by at least two other as.one consultants as people they would trust to look after them or their family. In addition, their work must undergo regular clinical audits if they are to retain their place within as.one. Collectively, these specialists see approximately 400,000 patients privately and 2 million through the NHS each year. Unlike an insurance service, as.one consultants are not restricted by hospital networks, and usually recommend NHS treatment, unless a patient is ineligible or specifically requests to be seen privately. Charles Ranaboldo, as.one specialist explained, After seeing me for a private consultation its your choice as to whether you choose to see me as an NHS patient or as a private patient; from my perspective it doesnt make a difference. There is no denying that the NHS is one of the greatest healthcare providers in the world. In a comparison with the healthcare systems of six other countries (Australia, Canada, Germany, Netherlands, New Zealand and USA) by the Commonwealth Fund in 2010, the NHS was rated as the best in terms of delivering effective care to patients, and in the 2012 Care Quality Commission inpatient satisfaction survey, 81% of approximately 61,400 respondents rated their overall experience as 7/10 or higher. As.one endeavours to help its members access quality care and treatment through the NHS wherever possible. However, in situations where NHS treatment doesnt meet the needs of the individual, as.one will advise on the best affordable self-pay treatment as an alternative choice. When asked, 98% of patients who had used as.one said they were extremely satisfied with the service. Membership is open to all, regardless of age, health or medical history, from just 25 a month or 285 for the year. The first face-to-face consultation in every year is covered and you can gain healthcare credits to use for consultations or paid-for treatments at any time in the future. Find out more and sign up today at http://www.betterasone.com NHS Confederation. Key statistics on the NHS available from the NHS website.
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Rare disease patients need integrated care from specialists and local teams
However, in this case, there is certainly a strong financial argument for rebalancing existing funding to improve services. Severe respiratory infections, falls and cardiac problems all accompany forms of muscular dystrophy. Sadly, frequent and traumatic health emergencies are a fact of life for many families living with the conditions. Health professionals based locally, with full knowledge of medical history, a thorough understanding of a particular condition and a direct line to regional specialists, can both prevent crises and be available to advise emergency teams should one occur. NHS data indicates that around 40% of emergency admissions to hospital for this patient group could have been avoided through preventative care monitoring, early intervention and physiotherapy. This amounts to potential savings of up to 32m a year on emergency care. It seems unlikely that ‘complex care’ practices have a part to play here. It is not workable or beneficial to have a scenario where a severely disabled patient is forced to travel long distance to see a GP who, while specialising in complex care, is still unlikely to come in contact with a substantial number of patients with the same rare condition. Some regions have benefited from investment in specialist centres and teams to improve ongoing care for those with neuromuscular conditions. Following the critical Walton Report in 2009 , the number of specialist neuromuscular care advisers and nurses in the UK is increasing. Many work both directly with patients in the community by linking in with GP practices and clinics, and with neuromuscular consultants, specialist physiotherapists and respiratory teams through expert specialist centres. They are well placed to share expertise on how specific conditions progress, and help evolve knowledge of effective treatments with GPs and other health professionals delivering primary care. The Muscular Dystrophy Campaign has also recently received funding from the Department of Health to run its Bridging the Gap national project. This is focused on new regional neuromuscular forums and brings together those delivering primary and specialist care.
United Kingdom-London: Medical specialist services
The Services to be provided will also include the Provider undertaking some post-decision casework in a limited number of cases. The Framework Agreement will be will be awarded for an initial term of 3 years with an option to extend for a further one year, which will be exercised at the discretion of the Contracting Authority. Owing to the nature of appeals it is impossible to estimate the total number of expected appeals throughout the duration of the Framework Agreement. For example were there to be a major incident where a large number of officers were seriously injured, the caseload may increase quickly. This Procurement is being managed and facilitated by Government Procurement Service (referred to as the Agent). The Agent is acting on behalf of the Contracting Authority throughout the procurement process. The Police Medical Appeals Framework Agreement will be between the successful supplier and the Contracting Authority, not the Agent. Estimated value excluding VAT: Range: between 950 000 and 2 000 000 GBP II.2.2) Information about options Options: yes Description of these options: The Framework Agreement will be awarded for an initial term of 3 years with an option to extend for a further one year period, which will be exercised at the discretion of the Contracting Authority. Provisional timetable for recourse to these options: in months: 36 (from the award of the contract) II.2.3) Information about renewals This contract is subject to renewal: yes Number of possible renewals: 1 In the case of renewable supplies or service contracts, estimated timeframe for subsequent contracts: in months: 12 (from the award of the contract) II.3) Duration of the contract or time limit for completion Duration in months: 36 (from the award of the contract) Section III: Legal, economic, financial and technical information III.1) Conditions relating to the contract III.1.1) Deposits and guarantees required: Participants will be advised if this is necessary during the procurement. Parent company and/or other guarantees of performance and financial liability may be required by the Agent if considered appropriate. III.1.2) Main financing conditions and payment arrangements and/or reference to the relevant provisions governing them: III.1.3) Legal form to be taken by the group of economic operators to whom the contract is to be awarded: No special legal form is required but if a Framework Agreement is awarded to a consortium, the Contracting Authority may require the consortium to form a legal entity before entering into the Framework Agreement. III.1.4) Other particular conditions The performance of the contract is subject to particular conditions: no III.2) Conditions for participation III.2.1) Personal situation of economic operators, including requirements relating to enrolment on professional or trade registers Information and formalities necessary for evaluating if the requirements are met: Candidates will be assessed in accordance with Part 4 of the Public Contracts Regulations 2006, as amended (implementing Title II, Chapter V11, Section 2 of Directive 2004/18/EC), on the basis of information provided in response to an Invitation to Tender (ITT). This procurement will be managed electronically via the Agent’s e-Sourcing Suite.