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9 Eylül 2016 Cuma

Low UK breastfeeding rates down to social pressures over routine and sleep

Social pressure on new mothers to get their babies into a feeding routine and to sleep through the night is a key factor in why the UK has the lowest rate of breastfeeding in the world, an expert has warned.


Speaking at the British Science Festival, Amy Brown of Swansea University said not enough was being done to support new mothers to breastfeed. In particular, she said, advice given to mothers to impose a feeding regime whereby babies don’t feed frequently, contributed to why many women felt that they weren’t producing enough milk and abandoned breastfeeding.


“One of the key things about breastfeeding is that you have to feed the baby very regularly,” Brown, a GP and member of the department of public health, policy and social sciences at Swansea University, told the Guardian. “That’s easily every two hours.”


But, she says, that doesn’t chime with common advice.


“We are told by so-called experts that you should get your baby in a feeding routine and your baby should not wake up at nights,” said Brown. “But that is really incompatible for breastfeeding. If you try and feed them less, you make less milk. You need to feed at night to make enough milk.”


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Should babies sleep through the night?

Elizabeth Duff, senior policy adviser at the National Childbirth Trust, agreed that frequent feeding is necessary. “It is obviously easier for everyone if they begin to sleep more during the night, but if you are fully breastfeeding you will have to feed for at least once and probably two or three times during the night,” she said. “The daily patterns will come, but it won’t be in the first few days or the very first weeks.”


Duff agrees that mothers are not given enough support to breastfeed. “Understanding a bit about the physiology of breastfeeding can be really helpful,” she added. “Some women who have not been able to find that information think that the baby isn’t getting very much [milk, but] a couple of teaspoons-worth is probably enough at any one time.”


According to a recent report published in the Lancet, the UK has the lowest rate of breastfeeding in the world, with only 1 in 200 women breastfeeding their children after they reach their first birthday. The World Health Organization (WHO) recommend just breast milk for six months, with breastfeeding to form part of a baby’s diet up to two years of age.


“We have known that breastfeeding rates aren’t great in the UK for a long time,” said Brown. “We have about 80% of women starting breastfeeding at birth, but by the end of the first week, over half of those babies have had formula in some way.”


Speaking ahead of the publication of her book, Breastfeeding Uncovered, Brown said that while a large proportion of mothers struggle to breastfeed, few of them have underlying conditions that prevent the process.


Surveying around 300 women who had stopped breastfeeding in the first six months, Brown found that around 80% cited pain and difficulty as contributing, while 40% referenced public attitudes, 60% lack of support from others and 20% blamed embarrassment.


“The vast majority of women who are having problems, it isn’t really to do with a primary inability to breastfeed, it is to do with their experience,” said Brown. “Eighty per cent of women who stop breastfeeding in the first six weeks do not want to. They want to keep breastfeeding but they feel that they can’t.”


Among the issues faced by new mothers, Brown criticised aggressive advertising by formula companies, and negative public perceptions of breastfeeding that have seen women asked to cover up when feeding their baby. “Babies have to breastfeed in public – it is called eating,” said Brown.


Duff agrees that breastfeeding should be welcomed. “Everywhere should be parent friendly and baby-feeding friendly,” she said.


Pressures on women to return to their pre-baby lives is also part of the problem, said Brown, while cuts affecting funding for breastfeeding peer support groups, as well as cuts to midwife services and the NHS more widely, are limiting help for new mothers.


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How you can help to support a breastfeeding mother.

“The way forward is that we need a complete societal change to how we look at breastfeeding, how we accept it, but also how we accept and value mothering in general,” said Brown, adding that raising breastfeeding rates could save the NHS millions due to a reduction in common infant infections. “Women should not be held responsible for this, is the key message,” she added. “We need to raise breastfeeding rates, but it is not their fault.”


Rebecca Schiller, director human rights for childbirth charity Birthrights, said it is of great concern that many women were giving up breastfeeding sooner than they wished, and criticised a lack of support for new mothers. “I think it is a huge cruelty to women to tell them that there is something wonderful that they should be doing and then to make it very difficult for them to do that,” she said. “We also don’t think that anyone should be pressured into feeding in any particular way.”


Dr Nigel Rollins from the department of maternal, newborn, child and adolescent health at WHO, said it was important to acknowledge that breastfeeding can be challenging, and criticised negative public attitudes to breastfeeding, particularly in England. What’s more, he said, whether a particular routine is adopted varies greatly between babies.


“This sense that ‘achieving’ or ‘accomplishing’ breastfeeding is the responsibility only of the mother and therefore [a] judgement as to whether she is ‘adequate’ or not, I think is one that I would counter strongly,” he said. “There are so many things that make it more manageable to breastfeed than not,” he added, pointing out that lack of support from a partner, family, health worker and even negative comments from neighbours can all play a role in making it harder. “All of those things chip away at a woman’s confidence as to whether she has enough milk,” he said.



Low UK breastfeeding rates down to social pressures over routine and sleep

29 Mayıs 2014 Perşembe

NHS suppliers encounter mounting financial and staffing pressures

Stainless steel tea kettle

NHS suppliers are feeling the heat as fiscal pressures proceed to expand. Photograph: Alamy




NHS foundation trusts (FT) and NHS trusts are facing the broadest range of issues for much more than a generation such as dealing with an ever tighter price range and swiftly rising demand. With NHS England warning of an “even more tough” financial year than 2013-14, how did NHS providers finish final year and what shape are they in to deliver the modifications required to make the NHS clinically and financially sustainable?


The last fortnight has noticed the publication of yr end reviews from Check for NHS Foundation Trusts and the Trust Advancement Authority for NHS Trusts. They recognize 4 trends: “extremely considerable fiscal pressure”, a quick, largely unfunded, growth in employees numbers, very good operational performance with some increasing considerations, and a pessimistic outlook.


Quite considerable financial pressure


The reviews display that the fiscal position of NHS providers is deteriorating quickly. In 2012/13, the 249 NHS providers produced an aggregate surplus of £591m. In 2013/14 they planned a surplus of £183m. In reality, at year end, the sector had an overall deficit of £108m. The £700m descent into deficit in a single 12 months is a quite massive, rapid, damaging, alter.


The quantity of trusts in deficit is growing rapidly with the place of acute hospitals specifically worrying – of 145 acute trusts, 41% (59) had been in deficit at 12 months finish. We know that a lot of of these are effectively run suppliers that haven’t been in deficit for a prolonged time, if at all. Despite the very best efforts of their management teams they are getting driven into deficit by growing demand and the unprecedented squeeze on costs paid by commissioners.


This is regardless of the two FTs and trusts continuing to supply important monetary financial savings – for example, £1.2bn or three% of controllable working costs in 2013/14 in the FT sector. The actuality even though is that after three many years of the Nicholson Challenge “the much more standard inner value-reduction efforts … hav[e been] all but exhausted”.


This economic deterioration isn’t just limited to a handful of trusts creating larger deficits – it is affecting almost all trusts.


Improved staffing numbers


Considerably of this monetary pressure is triggered by a speedy unplanned boost in personnel numbers. In the FT sector, for example, these went up by more than 24,000 – a 4% boost on 2012/13 – with 15,000 of these unplanned.


Higher numbers of the appropriate personnel are, of program, good news for patient care and it’s right that NHS suppliers respond to the Keogh and Francis critiques, and the new CQC inspection regime. But this service improvement comes at a expense and this improve is a huge, largely unfunded, extra monetary strain on trusts.


The FT sector information also demonstrates the consequence of this kind of a quick, massive, enhance when there is much more demand than long term provide. Trusts have to use several more agency and contract staff than planned, which carries its very own dangers. FTs alone invested £1.4bn on such employees in 2013/14, compared to the strategy of £523m.


Excellent operational efficiency but growing elective access considerations


Overall, “the sector has usually carried out nicely in preserving important operational standards”. The mixed efforts of local community, psychological overall health, ambulance and acute trusts and FTs in delivering the A&ampE standard is “a considerable achievement at a time of great stress for which fantastic credit is due to personnel”. There is, nevertheless, developing pressure on elective accessibility with “a system-broad decline in waiting time efficiency” in the last quarter.


Pessimistic outlook


NHS suppliers are facing a quintuple whammy so “plans submitted by trusts for 2014/15 show that the general [financial] place is very likely to deteriorate even more”, with an additional set of new pressures due in 2015/16. The 5 sources of strain are:


• A continuing squeeze on income by means of additional tariff efficiencies in 2014/15
• Continuing demand growth
• Pressures to preserve and invest service top quality – for instance personnel increases
• Squeezed specialist commissioning contracts, as NHS England seeks to decrease overspends in this price range
• The impact of the Far better Care Fund, which decreases NHS funding in 2015/16 by £1.9bn.


To date, patients largely haven’t felt the stress on finances hit their companies, as suppliers have absorbed the influence by cutting surpluses and going into deficit. This is unsustainable and several providers are now worrying about how to keep the quality of patient care large as assets are squeezed. If we are to stay away from the sector falling even more into deficit at the finish of 2014/15 we urgently require a funding and payment strategy that greater matches the actuality of what companies are becoming asked to deliver.


Chris Hopson is chief executive of the Basis Trust Network


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NHS suppliers encounter mounting financial and staffing pressures

19 Mayıs 2014 Pazartesi

Powerful leadership necessary to overcome financial pressures on the NHS

Virgin London Marathon

Leaders need to engage colleagues instead of adopting a pacesetting design and leading from the front, says Chris Ham. Photograph: Dean Mouhtaropoulos/Getty Images




The NHS needs leadership of the highest calibre if it is to react efficiently to fiscal and service pressures that are unprecedented in its historical past. We require to move on from a concept of heroic leaders who turn close to organisational performance to seeing leadership as shared and distributed during the NHS. Leaders must engage their colleagues in bringing about improvements in patient care, and transforming the way in which care is provided.


Turning these tips into practice is a challenge in an organisation in which many leaders have adopted a pacesetting design in which they have set demanding objectives and led from the front in delivering them. The dominance of pacesetting is not surprising when successive governments have used targets and overall performance management to drive enhancements in patient care across the NHS. But it is unlikely to be adequate to enagage or encourage staff to perform their component in generating the modifications now needed to use constrained budgets as successfully as feasible.


Future leaders require to adhere to the instance of profitable NHS organisations like Salford Royal foundation trust which is extensively recognised for its operate in bettering patient safety and quality. This has been accomplished via substantial amounts of personnel engagement as assessed in the annual staff survey and devolution of selection making throughout the organisation. Physicians, nurses, managers and other workers are empowered to boost care without having having to seek permission to do so and members of the trust’s executive group function as considerably as coaches and mentors as senior leaders in the organisation.


One of the characteristics of Salford Royal and other large-executing NHS organisations is continuity amid senior leaders. Sadly, this is typically the exception rather than the rule in a program the place chief executives and other senior managers turn in excess of a lot as well swiftly to have any likelihood of making a tangible difference. There is an urgent require to enable leaders the time to boost functionality in organisations that often have a long historical past of economic and support issues.


Better coninuity of leadership may also aid improve the points of interest of senior leadership roles in the NHS at a time when also a lot of of these roles are filled on an interim basis. The insecurity connected with chief executive and other senior positions serves as a deterrent to talented managers generating their careers inside the NHS. A far more systematic technique to talent management and occupation planning is also required to give greater self-confidence that a long term generation of leaders is emerging.


For their portion, regulators ought to pay significantly more consideration to the high quality of leadership in the NHS. This signifies supplying assistance to leaders in organisations that are especially challenged rather than instantly replacing leadership teams when the going will get difficult. The work the CQC has initiated to assess leadership and culture in its inspections is a step in the correct route.


Encouraging clinicians to go into leadership roles ought to also get more focus in view of the well-established partnership in between high levels of healthcare engagement and organisational functionality. Renewed efforts are necessary to help doctors to turn into leaders and make sure that they operate in partnership with knowledgeable managers and other people to improve patient care.


Final but not least, NHS leaders need to have to reflect much more accurately the diversity of the communities they serve. Put merely, this signifies actively recruiting far more ladies and folks from BME backgrounds into leadership roles. It also signifies establishing sufferers as leaders in a position to function alongside those in formal leadership positions to make certain that the voice of end users is heard and acted on.


As the general election approaches, leadership and management inside the NHS will come under scrutiny with politicians competing to criticise needless bureaucracy. Our research has shown that the NHS might be in excess of administered but there is no evidence it is above-managed.


If politicians want to reduce spending on administration, they 1st want to reduce the reporting and regulatory burden imposed by successive governments on the NHS.


We shall be debating these troubles at the fourth annual leadership summit at The King’s Fund on 21 May in which we will publish two new reports on how the NHS can get the initiative to produce the leadership essential in the potential.


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Powerful leadership necessary to overcome financial pressures on the NHS