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Tag Archives: Hospital Productivity
Progress Towards Achieving Better Value / Reducing Waste in the NHS (King’s Fund / NHS Providers)
Summary A King’s Fund report investigates recent work on the value agenda, i.e. efforts aimed at reducing unnecessary costs while maintaining or improving the quality of care. This is based mostly on experience at three diverse NHS acute hospital trusts: … Continue reading
Posted in Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, King's Fund, NHS, NHS Improvement, Person-Centred Care, Quick Insights, UK, Universal Interest
Tagged Achieving Better Value, Acute Care, Acute Hospital Care, Ageing Population, Allocative Efficiencies, Allocative Value, Better Procurement, Better Value, Better Value Healthcare, Better Value in the NHS, Better-Value Services, Bolton NHS Foundation Trust, Bradford Teaching Hospitals NHS Foundation Trust, Centralised Procurement, Centralised Procurement (Economies of Scale), Choosing Wisely, Choosing Wisely Campaign, Choosing Wisely in the NHS, Choosing Wisely in the UK, Clinical and Corporate Leadership, Clinical Leadership, Clinical Practice Groups (CPGs), Clinical Quality Improvement, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Community Virtual Wards, Consultant-Led Services in the Community, Cost Reductions, Culture and Leadership, Delegated Decision Making, Devolved Budgets, Devolved Decision-Making, Economic Sustainability, Efficiencies and Productivity Gains, Efficiency, Efficiency Agenda, Efficiency Opportunities, Efficiency Savings, Empowerment, Financial Constraints, Financial Context, Financial Difficulties, Financial Performance, Funding Challenges, Funding Deficits, Funding Gap in Secondary Care, General Hospitals, Getting It Right First Time (GIRFT), Health and Social Care Configuration, Healthcare Quality Improvement, Healthcare Value Improvement, Hospital Productivity, Hospital Reconfiguration, IHI Triple Aim, Innovative Leadership, Leadership, Lean and Quality Improvement, Local Health and Care Services, Local Health Economies, Lord Carter Review, Low-Value Care, Maximising Health Outcomes, Minimising NHS Costs, Model Hospital, Model Hospital: Template for Standardisation, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England’s Ten-Point Efficiency Plan, NHS Funding Gap, NHS Inappropriate Care: Overuse Underuse and Misuse, NHS Performance, NHS Productivity, NHS Providers, NHS RightCare, NHS Sustainability, Personalised Value, Practical Approaches to Delivering Better Value in NHS Clinical Services (King’s Fund), Productivity, Productivity in the NHS, QI: Quality Improvement, Quality and Efficiency Opportunities, Quality Improvement, Quality Improvement Culture, Redesigning Care Pathways, Redesigning Services, Reducing Drains on the NHS, Reducing Overuse Underuse and Misuse, Reducing Waste in the NHS, Royal Free NHS Foundation Trust, Service Cost Reductions, Service Redesign, Service Redesign for Productivity, Service Redesign for Value Agenda, Shared Clinical Pathways, Staff Empowerment, Staff Empowerment in the NHS, Staff Engagement, Staff Engagement in the NHS, Strategic Leadership, Sustainability, System Efficiencies, Targeting Low-Value Care, Technical Value, Thinking Like a Patient and Acting Like a Taxpayer, Triple Aim Initiative, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Troubled NHS Foundation Trusts, Unacceptable Variations, Unwarranted Variations, Use of Resources Assessments (NHS Improvement), Value Agenda, Value Improvement, Variations in Care, Virtual Ward Approaches, Virtual Wards, Virtual Wards to Reduce Readmissions, Workforce Engagement
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NHS Reconfiguration + STPs = Cut-Backs?: Two Sides of Same Equation? (NHS England / King’s Fund / Nuffield Trust / BBC News)
Summary The “Keep calm and carry on”-style narrative from officialdom. Full Text Link Reference NHS England statement on Sustainability and Transformation Plans. [Online]: NHS England, August 26th 2016. Theoretical clarification concerning STPs, from the King’s Fund Full Text Link Reference … Continue reading
Posted in Acute Hospitals, BBC News, Charitable Bodies, Commissioning, Community Care, Department of Health, 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, NHS England, NHS Improvement, Nuffield Trust, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
Tagged 38 Degrees (Campaign Group), 5YFV: NHS Five Year Forward View, Accountability and Transparency, Achieving Better Value, Acute Care, Acute Hospital Care, Ageing Population, Ageing Society, £1.8 Billion One-Off NHS Trust Deficits Bailout, Better Care Fund (BCF), Better Care Together (BCT), Better Value, Better Value Healthcare, Better Value in the NHS, Challenges of Reconfiguration, Chorley and South Ribble Hospital, Chris Hopson: Chief Executive of NHS Providers, Collaboration, Collaboration for Coordinated Care, Collaboration: Working Across Boundaries, Councillor Izzi Seccombe: Local Government Association (LGA), County Hospital (Previously Stafford Hospital), David Pearson: Director of Adult Social Care of Nottinghamshire County Council - Nottinghamshire STP Footprint Lead, Deficits in the NHS 2016 (King’s Fund), Dr Clifford Mann: President of the College of Emergency Medicine, Economic Sustainability, Efficiency Opportunities, Efficiency Savings, Emergency Care Improvement Programme (ECIP), Emergency Preparedness Resilience and Response (EPRR), Faustian Pact: Trading £8 Billion in Extra Funding For £22 Billion in Efficiency Savings, Financial Constraints, Financial Context, Financial Difficulties, Financial Incentives Across Local Health and Social Care Systems (Proposals), Financial Performance, Financial Planning, Financial Position of NHS Trusts, Financial Pressure in the NHS, Financial Pressure on Hospitals, Financial Pressures, Financial Resilience, Financial Sustainability in the NHS, Five Year Forward View (NHS England), Frail Older People, Frail Older People With Complex Needs, Funding Challenges, Funding Deficits, Funding Gap in Secondary Care, General Hospitals, Grantham and District Hospital, Health and Social Care Configuration, Honesty and Transparency, Hospital Productivity, Hospital Reconfiguration, House of Commons Health Committee’s Inquiry Into Winter Pressures (2016), How Things Went £3.7 Billion Wrong, Implications of Sustainability and Transformation Plans (STPs): Inadequate Public Consultation (King’s Fund Allegation), Implications of Sustainability and Transformation Plans (STPs): Pre-Determined Solutions, Improving Patient Flow, Incipient Negativism, Integrated and Community-Based Care, Integrated Home and Community Care Services, Integration of Health and Social Care, Jeremy Taylor (Chief Executive of National Voices), Leeds Teaching Hospitals Trust, Leicester, Leicester Leicestershire and Rutland STP Footprint, LLR STP, Local Solutions: Place-Based Approaches, Medical Director of NHS England: Professor Sir Bruce Keogh, Midlands and East Commissioning Region, Midlands and East of England Commissioning Region, Multi-Agency Collaboration, Multisectoral Collaboration, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England Funding, NHS Expenditure, NHS Finances to 2020, NHS Financial Leadership, NHS Foundation Trust Performance, NHS Foundation Trusts, NHS Foundation Trusts (NHSFTs), NHS Funding, NHS Funding Gap, NHS Midlands and East, NHS Performance, NHS Performance Indicators, NHS Productivity, NHS Providers, NHS Safe Staffing, NHS Service Reconfiguration, NHS Spending, NHS Sustainability, NHS Timebomb [sic], Openness and Collaboration, Optimism Bias (In the Face of Difficulties), Partnership and Collaboration, Performance Indicators, Performance Targets, Policy, Policy Context, Population Health, Population Health Systems, Population Healthcare, Productivity, Productivity in the NHS, RDEL, Redesigning Care Pathways, Redesigning Services, Reducing Drains on the NHS, Reducing Overuse Underuse and Misuse, Richard Murray: Director of Policy at the King’s Fund, Richard Taylor Effect [sic], Rising Expectations, Safe Staffing, Sir Bruce Keogh (Former Chief Executive of the NHS Commissioning Board; now NHS England), Stevens Challenge, STP Footprints, STP Process Timeline Summary, Sustainability, Sustainability and Transformation Fund (STF), Sustainability and Transformation Leaders, Sustainability and Transformation Plan, Sustainability and Transformation Plan (STP), Sustainability and Transformation Plans (STPs), Sustainability and Transformation Plans: Questions Over Opaque Development Practices, System Control Totals (Financial Targets), System Leadership, Thinking Like a Patient and Acting Like a Taxpayer, Toby Sanders: Accountable Officer of West Leicestershire CCG - Leicester of Leicestershire and Rutland STP Footprint Lead, Toby Sanders: Chief Officer at NHS West Leicestershire CCG, Top-Down Policy (Masquerading as Collaboration), Towards Excellence in Adult Social Care Programme (LGA), Transformation Footprints, Transformation Funding, Transparency, Transparency Versus The Richard Taylor Effect, Troubled NHS Foundation Trusts, Turning the Ship Around (Avoidance of NHS Unsustainability), Unit Costs Up + Activity Up = Commissioners Go Bust, Upward Spending Pressures, Waiting Time Standards, Waiting Time Target Breaches, Weston Area Health NHS Trust, Weston General Hospital, Winter Pressures, Winter Pressures Beyond Winter (Winter Re-Defined?)
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Lord Carter’s Proposed Plans for NHS Efficiency Savings (BBC News / Department of Health)
Summary In his latest report on the potential of good leadership for providing NHS cost savings, high-quality patient care and more efficient use of resources, Lord Patrick Carter has released further plans as to how hospitals might collectively save up … Continue reading
Posted in Acute Hospitals, BBC News, Commissioning, 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, NHS, NHS England, Patient Care Pathway, Quick Insights, Standards, Statistics, UK, Universal Interest
Tagged Atlas of Variations in NHS Hospitals Practice, Atlas of Variations in Procurement, BBC Health News, Behaviour Change Opportunities, Cancer Services: Hospitals Savings Targets, Cardiology: Hospitals Savings Targets, Carter Review of Operational Productivity in NHS Providers, Clinical Quality Improvement, Community Nursing: Hospitals / NHS Savings Targets, Continuous Improvement, Continuous Learning, Continuous Learning Culture, Emergency Medicine: Hospitals Savings Targets, Everett McKinley Dirksen (Quotation: Apocryphal?), Finance and Procurement, Former Health Secretary Jeremy Hunt, General Medicine: Hospitals Savings Targets, General Surgery: Hospitals Savings Targets, Healthcare Quality Improvement, High Cost Drugs: Hospitals Savings Targets, Hospital Pharmacy and Medicines Optimisation, Hospital Productivity, Hospitals Savings Targets, Intensive and Critical Care: Hospitals Savings Targets, Learning Culture, Learning for Improvement, Local Health and Care Economies, Local Health Economies, Lord Carter of Coles, Lord Carter Review, Lord Carter: Chair of NHS Procurement and Efficiency Board, Model Hospital: Template for Standardisation, NHS Efficiency Challenge, NHS eProcurement Strategy, NHS Estates, NHS Estates Efficiency Fund, NHS Finance, NHS Finances, NHS Financial Leadership, NHS Hospital Nurse Roster Analysis, NHS Procurement, NHS Procurement and Efficiency Board, NHS Productivity, NHS Reference Costs, NHS Trust Financial Deficits, NHS: Safest and Most Efficient Healthcare System in World (Ambition), NHS: Safest Healthcare System in the World (Ambition), Obstetrics and Gynaecology: Hospitals Savings Targets, Openness and Transparency, Operational Productivity in NHS Providers, Opportunities for Standardisation, Paediatrics: Hospitals Savings Targets, Pathology: Hospitals Savings Targets, Patient Safety, Professor Tim Briggs: National Director for Clinical Quality and Efficiency, Quality Improvement, Reducing Variations in Clinical Costs, Reducing Variations in Device and Procedure Selection, Reducing Variations in Infection Rates, Reducing Variations in Litigation Payments, Reducing Variations in Readmission Rates, Reducing Waste in the NHS, Trauma and Orthopaedics: Hospitals Savings Targets, Variations in Procurement, Variations in Spending, Waste of Prescription Medicines, Wasted Resources
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Reviewing the Current – and Likely Future – State of the NHS (NAO / Dods)
Summary The National Audit Office (NAO) has published a “Short Guide to the Department of Health” as one of their collection of short guides about different government departments. This guide includes a wealth of statistical information in summary form, concerning … Continue reading
Posted in Commissioning, CQC: Care Quality Commission, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Education England (HEE), In the News, Integrated Care, Local Interest, Mental Health, National, National Audit Office, NHS, NHS England, Public Health England, Quick Insights, Standards, Statistics, UK, Universal Interest
Tagged 5YFV: NHS Five Year Forward View, A&E Attendances and Emergency Admissions, A&E Four-Hour Wait Standard, A&E Quality Indicators, A&E Waiting Times and Activity, Access Targets, Access Times for Planned Treatments, Access to Hospital Care, Access to Mental Health Services, Access to Urgent and Emergency Care, Accident & Emergency, Accident and Emergency, Accident and Emergency Attendances, Accident and Emergency Departments, Accident and Emergency: NHS Performance Indicators, Acute Care, Acute Hospital Care, Adult Social Care, Adult Social Care for People with Complex Needs, Adult Social Care Funding, Adult Social Care in England, Adult Social Care Services, Ageing and Society, Ageing Population, Arm’s Length Bodies (Department of Health's ALBs), Avoidable Mortality, Bed Availability and Occupancy: NHS Performance Indicators, Bed Days, Bed Occupancy, Better Care Fund (BCF), Cancelled Elective Operations, Cancelled Operations: NHS Performance Indicators, Care Act 2014, Care Quality Commission (CQC), Costs and Cost Pressures, Delayed Discharges, Delayed Transfers of Care, Delayed Transfers of Care: NHS Performance Indicators, Delayed Transfers of Care: NHS Statistical Trends, Dementia Risk Prevention, Dementia Risk Reduction, Diagnostic Waiting Times, Diagnostics Waiting Times And Activity, Dods Research, Dr Martin McShane: NHS England’s Director for People With Long Term Conditions, Economic Sustainability, Efficiency Savings, Emergency Admissions, Emergency and Urgent Care Services, Emergency Attendances, Emergency Bed Use, Emergency Care, Emergency Departments, Emergency Services, Financial Constraints, Financial Context, Financial Difficulties, Financial Performance, Financial Planning, Financial Position of NHS Trusts, Financial Pressure in the NHS, Financial Pressures, Financial Resilience, Financial Sustainability in the NHS, Five Year Forward View (NHS England), Four-Hour A&E Waiting Time Target, Funding Deficits, Funding Gap (NHS), General Hospitals, Health and Social Care, Health and Social Care Delivery Models, Health and Social Care Information Centre (HSCIC), Health and Social Care Integration, HEE: Health Education England, Hospital Activity and Capacity, Hospital Emergency Departments, Hospital Productivity, Hospital Waiting Times, HSCIC: Health and Social Care Information Centre, Human Fertilisation and Embryology Authority, Human Tissue Authority, Integration of Health and Social Care, Integration of Health and Social Care for Older People, Key Performance Indicators, Local Education and Training Boards (LETBs), Low Morale, Mandate from the Government to NHS England, Market Oversight, Medicines and Healthcare Products Regulatory Agency, Medicines and Healthcare Products Regulatory Agency (MHRA), Monitor, National Audit Office (NAO), National Clinical Assessment Service (NCAS), National Institute for Biological Standards and Control, National Institute for Health and Care Excellence (NICE), National Institute for Health Care Excellence, New Architecture of the NHS, New Models of Care, New Models of Service, NHS Blood and Transplant, NHS Blood and Transplant (NHSBT), NHS Business Services Authority, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England (Formerly the NHS Commissioning Board), NHS Five Year Forward View, NHS Foundation Trust Performance, NHS Foundation Trusts, NHS Foundation Trusts (NHSFTs), NHS Funding, NHS Funding Gap, NHS Health and Social Care Act (2012), NHS Health and Social Care Information Centre, NHS Health Research Authority, NHS Litigation Authority (NHSLA), NHS Performance, NHS Performance Indicators, NHS Reform, NHS Services, NHS Sustainability, NHS TDA: NHS Trust Development Authority, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Financial Deficits, NHS Waiting Times, Obesity, Obesity and Diabetes, Obesity Epidemic, Obesity in the UK, Obesity is the New Smoking, Obesity Risk Factor, Obesity the New Smoking, Obesity Time-Bomb, Organisational Challenges, Oversight and Monitoring, Performance Statistics, PHE: Public Health England, Potential Years of Life Lost (PYLL), Public Health, Public Health England (PHE), Public Health Funding, Quality of Health Care, Quality Standards, Regulation, Seven-Day Consultant-Delivered Care, Seven-Day GP Access, Seven-Day Hospital Services, Seven-Day NHS Services, Seven-Day Opening, Seven-Day Working, Short Guide to Department of Health (NAO), Social Care Funding, Special Measures, Standardised Years of Life Lost (SYLL), Sustainability, Sustainable Care, Sustainable Health and Social Care, Type 2 Diabetes: Prevention, UK NHS Performance, Urgent and Emergency Care, Urgent and Emergency Care Services, Waiting Times and Access Standards, Waiting Times for Cancer Services, Waiting Times for Diagnostic Tests, Waiting Times for Referral to Treatment for Consultant-Led Elective Care
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