Tag Archives: Hospital Reconfiguration

Progress Towards Achieving Better Value / Reducing Waste in the NHS (King’s Fund / NHS Providers)

Posted on October 6, 2018 by Dementia and Elderly Care News

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 | Leave a comment

Some Implications of Seven Day Hospital Services Explored (Nuffield Trust)

Posted on February 20, 2017 by Dementia and Elderly Care News

Summary The Nuffield Trust’s “London Quality Standards” report evaluates recently introduced standards to improve acute and emergency care in London hospitals. London-wide experiments with Seven Day Services Standards are soon to feature in STPs elsewhere in the UK. These standards … Continue reading →

Posted in Acute Hospitals, Charitable Bodies, Commissioning, 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, NHS England, Non-Pharmacological Treatments, Nuffield Trust, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged 7 Day Hospital Services Self-Assessment Results (NHS England), Access to Urgent and Emergency Care, Acute Medical Units (AMUs), Barriers and Enablers to Implementation of LQS, Barriers to Engagement, Challenges of Reconfiguration, Clinical Engagement, Clinical Leadership, Costing Seven Day Services, Costs and Benefits of Seven-Day Services for Emergency Hospital Admissions, Disconnectedness Between Senior Level Staff and Clinicians, Disconnects in NHS Reform, Emergency Care, Employee Engagement, Hospital Reconfiguration, Local Sustainability and Transformation Plans (STPs), London Health Programmes (LHP), London Quality Standards, London Quality Standards (LQS), LQS Audit Process, NHS Service Reconfiguration, NHS Services Seven Days a Week, Out-of-Hours Urgent Care, Perceived Impact of Implementing the LQS in Hospitals, Perceived Strengths and Weaknesses of the LQS, Reconfiguration of Emergency Care System, Seven Day Care in England, Seven Day Services Standards, Seven-Day Consultant-Delivered Care, Seven-Day Hospital Services, Seven-Day Hospital Services Self-Assessment Results (NHS England), Seven-Day NHS Services, Seven-day Rounds and Supporting Services, Seven-Day Services for Emergency Hospital Admissions: Costs Versus Benefits, Seven-Day Services in Hospital, Seven-Day Working, Staff Engagement, Sustainability and Transformation Plans (STPs), Urgent and Emergency Care (UEC), Weekend Working, Workforce Issues, Workforce Issues (Feeling Undervalued) | Leave a comment

NHS Reconfiguration + STPs = Cut-Backs?: Two Sides of Same Equation? (NHS England / King’s Fund / Nuffield Trust / BBC News)

Posted on August 28, 2016 by Dementia and Elderly Care 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 →

NHS Model(s) of Care Essential for Ageing Population (NHS England / Guardian)

Posted on January 20, 2015 by Dementia and Elderly Care News

Summary Professor Sir Bruce Keogh, NHS England’s National Medical Director, has written about the NHS needing a revised model of care to meet rising demands for treatment from an ageing population. The existing model of delivery and service, involving an … Continue reading →

Posted in Acute Hospitals, Commissioning, 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, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged A&E Four-Hour Wait Standard, Accident & Emergency, Accident and Emergency Departments, Acute Care, Acute Hospital Care, Affordability, Affordability of Care, Ageing, Ageing and Society, Ageing Population, Ageing Society, Avoidable Admissions, Avoidable Rehospitalisations, Care in Appropriate Settings, Care Integration, Challenges of Reconfiguration, Community-Based Care, Community-Based Services, Community-Based Support, Complex Care, Complex Chronic Conditions, Complex Needs, Configuration of Services, Constrained Funding, Cost Pressures in Hospitals, Cost Savings, Demographic Change and Public Services, Demographic Changes, Demographic Time-Bomb, Economic Sustainability, Emergency and Urgent Care Services, Emergency Bed Use, Emergency Care, Emergency Departments, Emergency Services, Enhanced Services from GPs, Factors Behind Increasing Emergency Admissions, 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, Financing of Health Care, Five Year Forward View (NHS England), Frail Older People With Complex Needs, Funding Challenges, Funding Deficits, Funding of Care and Support, General Hospitals, GP Surgeries, Gridlock (Under-Capacity) in A&E Departments / Hospitals, Guardian, Health and Social Care, Health and Social Care Configuration, Health and Social Care Integration, Hospital Reconfiguration, Integrated and Community-Based Care, Integration of Health and Social Care, Medical Director of NHS England: Professor Sir Bruce Keogh, NHS England Five Year Forward View, NHS England's Five Year Forward View (2014), NHS Financial Leadership, NHS Funding, NHS Funding Gap, NHS Service Reconfiguration, NHS Spending, NHS Timebomb [sic], Out of Hours Services, Professor Sir Bruce Keogh, Reconfiguration of Emergency Care System, Sustainability, Sustainable Care, Sustainable Health and Care Services, The Current NHS Model is Outdated, Thinking Like a Patient and Acting Like a Taxpayer, Unnecessary Hospital Admissions, Unplanned Hospital Admissions, Unscheduled Admissions, Upward Spending Pressures, Urgent and Emergency Care, Urgent and Emergency Services, Urgent Care Services Outside of Hospitals, Waiting Time Targets in the NHS in England, Winter Pressure Funding, Winter Pressures | Leave a comment

Commission on Hospital Care for Frail Older People (HSJ / Serco / NHS Confederation)

Posted on November 28, 2014 by Dementia and Elderly Care News

Summary The Commission on Hospital Care for Frail Older People reviewed probably the main question facing the NHS, namely how to care for the country’s increasing number of frail older people. The commission’s conclusion is that hospital providers and commissioners … Continue reading →

RCP’s Future Hospital Model: An Update (RCP)

Posted on September 28, 2014 by Dementia and Elderly Care News

Summary The Royal College of Physicians (RCP) earlier this month released a further document explaining their model for the future hospital. Roughly a year since publication of the original plan, and in readiness for the 2015 general election, the RCP … Continue reading →

Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Royal College of Physicians, Standards, UK, Universal Interest | Tagged 10-Year Vision, 2015 Challenge: NHS Confederation, ACH: Acute Care Hub, Acute Care Coordinator, Acute Care Hub, Acute Care Hub (ACH), Acute Hospital Care, Admissions, Ageing Population, Alternatives to Hospital Admission, Balance Between Care by Specialists and Generalists, Barriers to Engagement, Barriers to Integration, Barriers to Joined-Up Care, Bed/Ward Moves, Beyond Institutional Boundaries, Care and Compassion, Care by Specialists and Generalists, Care focused on Prevention and Recovery, Care for Vulnerable Older People, Care of Frail Older People With Complex Needs, Care Seven Days a Week, Clinical Co-Ordination Centre, Clinical Coordination Centre, Clinical Coordination Centre (CCC), Clinical Leadership, Clinical Leadership for Cross Boundary Service Redesign, Clinical Quality Improvement, Clinician Citizenship, Collaboration, Collaborative Working, Communication, Community Care, Community-Based Rehabilitation Services, Compassionate Care, Complex Chronic Conditions, Complex Discharge Ward, Complex Needs, Comprehensive Geriatric Assessment (CGA), Consultant Input, Consultant Physicians, Continuity of Care, Coordinated Specialist Care, Culture of Compassionate Care, Delivering the Future Hospital, Discharge, Discharge Coordination, Discharge Planning, Discharge Support, Early Senior Review Across Medical Specialties, Early Supported Discharge (ESD), Early Supported Discharge Teams, Elderly Care Assessment Unit (ECAU), Electronic Patient Record (EPR), Electronic Patient Records: NHS, End to Silo Working, Enhanced Care, Enhanced Recovery Programmes, Evidence-Based Legislation, Expert Care and Assessment, Extended Roles for Physicians in the Community, Extension of Hospital Services Into the Community, Five Point Plan for Hospitals (RCP), Frailty Units, Future Hospital Commission, Future Hospital Explained, Future Hospital Principles, General Hospital Care, General Hospitals, Generalist Inpatient Pathways, Generalist Ward-Based Teams, Generalists, Geriatric Evaluation and Management Unit (GEMU), Good Communication, Handover, Health and Social Care Integration, High Dependency Unit (HDU), Holistic Care, Hospital Discharge, Hospital Discharge and Transfers, Hospital Reconfiguration, Hospital: More Than a Building (RCP), Hospital–Community Interface, Hospital’s Public Health Role, Improving Public Health, Information Sharing, Information to Revolutionise Care, Integrated Acute and Specialist Care Beyond the Hospital, Integrated Discharge Process, Integrating Health and Social Care, Intermediate Care, Joined-Up Care, Large Scale Tendering of Health Services (in England), Liaison Psychiatry Services, Long-Term Care (LTC), Long-Term Conditions (LTCs), MDTs: Multidisciplinary Teams, Medical Division, Medical Division Remit, Medical Leadership Competency Framework (MLCF), Medical Professionalism, Models of Integration, Multi-Disciplinary Team (MDT), Multidisciplinary CGA Approach, Multiple Health Issues, Multiple Needs, Multiple-Morbidities, Named Consultants, New Model of Care: Future Hospital Commission, New Model of Clinical Care (RCP), New Structures in the Future Hospital, NHS Confederation’s 2015 Challenge, NHS Service Reconfiguration, No Harm Culture, Ongoing Care, Optimal Assessment in Hospital, Out of Hours Services, Outliers, Outreach Services, Overcoming Barriers, Patient Discharge, Patient Experience, Patient-Centred Care, Patient-Centred Culture, Patient-Centred Vision, Payments to Drive Collaboration, Post-Discharge Activities, Post-Discharge Support, Preventative Care, Preventive Care, Primary / Secondary Care Interface, Principles of Patient Care (RCP), Principles of Service Redesign, Professor Sir Michael Rawlins: Chairman of Future Hospital Commission, Public Health, Public Health Agenda, Public Health Interventions, Rapid Access (‘Hot’) Clinics, RCP Acute Medicine Task Force, RCP’s Patient and Carer Network, Recovery, Rehabilitation Services, Royal College of Physicians (RCP), Royal College of Physicians of London, Safe and Compassionate Care, Seamless Care Between Settings, Self-Management, Self-Management in Chronic Illness, Self-Management Support, Service Redesign, Service Reviews, Seven-Day Services in Hospital, Seven-Day Services in the Community, Shared Decision-Making, Shared Responsibility, Single Medical Division, Specialist Inpatient Pathways, Stable Medical Teams, Support to Care Home Residents, Supporting Patients to Leave Hospital, Tackling Barriers to Innovation, Team Working, Teams, Urgent Care Centre (UCC), Vision of Patient Care: Future Hospital Commission, Vulnerable Older People | Leave a comment

Testing the RCP Future Hospitals Model: the Future Hospital Programme (BBC News / BMJ)

Posted on September 25, 2014 by Dementia and Elderly Care News

Summary Four NHS trusts in England and Wales are to implement and evaluate the Royal College of Physicians (RCP)’s vision of the future hospital. Under the Future Hospitals Programme, hospital doctors work together with colleagues in primary care, to provide … Continue reading →

Posted in Acute Hospitals, BBC News, Commissioning, 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, Management of Condition, Models of Dementia Care, National, NHS, Patient Care Pathway, Person-Centred Care, Quick Insights, Royal College of Physicians, Standards, UK, Universal Interest | Tagged A&E Workforce, ACH: Acute Care Hub, Acute Care Coordinator, Acute Care Hub, Acute Care Hub (ACH), Acute Care Toolkits (RCP), Acute Hospital Care, Acute Medical Unit (Norwich), Ageing Population, Alternatives to Hospital Admission, Ambulatory Emergency Care, Assistive Technology, Balance Between Care by Specialists and Generalists, BBC Health News, BBC Wales, Bed/Ward Moves, Betsi Cadwaladr University Health Board, Beyond Institutional Boundaries, BMJ, British Medical Journal (BMJ), Care and Compassion, Care by Specialists and Generalists, Care Closer to Home, Care focused on Prevention and Recovery, Care for Vulnerable Older People, Care of Frail Older People With Complex Needs, Care Seven Days a Week, Chief of Medicine, Clinical Co-Ordination Centre, Clinical Coordination Centre, Clinical Coordination Centre (CCC), Collaboration, Collaborative Working, Communication, Community Care, Community Teams, Community-Based Rehabilitation Services, Compassionate Care, Complex Chronic Conditions, Complex Discharge Ward, Complex Needs, Comprehensive Geriatric Assessment (CGA), Consultant Input, Consultant Physicians, Continuity of Care, Coordinated Specialist Care, Culture of Compassionate Care, Digital Technology, Discharge, Discharge Coordination, Discharge Planning, Discharge Support, Early Senior Review Across Medical Specialties, Early Supported Discharge (ESD), Early Supported Discharge Teams, Elderly Care Assessment Unit (ECAU), Electronic Patient Record (EPR), Eleven Principles of Patient Care (RCP), Enabling Technology, Extended Roles for Physicians in the Community, Extension of Hospital Services Into the Community, Future Hospital, Future Hospital Commission, Future Hospital Commission (FHC), Future Hospital Commission Principles, Future Hospital Commission Recommendations, Future Hospital Explained, Future Hospital Journal (RCP), Future Hospital Principles, Future Hospital Programme, Future Hospital Programme Partners, Future Hospital Vision: 50 Recommendations, Future Workforce, General Hospital Care, General Hospitals, Generalist Inpatient Pathways, Generalist Ward-Based Teams, Generalists, Geriatric Evaluation and Management Unit (GEMU), Good Communication, Handover, Health and Social Care Integration, Health Promotion, Holistic Care, Hospital Discharge, Hospital Discharge and Transfers, Hospital Reconfiguration, Hospital–Community Interface, Hospital’s Public Health Role, Information Sharing, Information Technology, Integrated Acute and Specialist Care Beyond the Hospital, Integrated Community Teams, Integrated Discharge Process, Integrating Health and Social Care, Intermediate Care, Internet Video Links to Consultants, Liaison Psychiatry Services, Long-Term Care (LTC), Long-Term Conditions (LTCs), MDTs: Multidisciplinary Teams, Medical Division, Medical Education, Medical Education and Training, Mid Yorkshire Hospitals NHS Trust, Multi-Disciplinary Team (MDT), Multidisciplinary CGA Approach, Multiple Health Issues, Multiple Needs, Multiple-Morbidities, Named Consultants, National Advisory Group on the Safety of Patients in England, National Early Warning Score, New Model of Care: Future Hospital Commission, New Model of Clinical Care (RCP), New Structures in the Future Hospital, NEWS: National Early Warning Score (RCP), NHS Healthcare Academy, NHS Service Reconfiguration, NHS Workforce, No Harm Culture, North Wales, Ongoing Care, Online Consultations, Online Consultations With Hospital Doctors, Opportunities to Treat Patients Without Hospital Admission, Optimal Assessment in Hospital, Out of Hours Services, Outreach Services, Patient Discharge, Patient Experience, Post-Discharge Activities, Post-Discharge Support, Postgraduate Medical Education, Preventative Care, Preventive Care, Primary / Secondary Care Interface, Principles of Patient Care (RCP), Professor Sir Michael Rawlins: Chairman of Future Hospital Commission, Rapid Access (‘Hot’) Clinics, RCP Acute Medicine Task Force, RCP's Future Hospitals Model, RCP: Royal College of Physicians, RCP’s Patient and Carer Network, Readiness Assessment and Developing Project Aims, Reducing Transfers of Patients Between Teams, Royal Blackburn Hospital, Royal College of Physicians (RCP), Rural North Wales, Safe and Compassionate Care, Safer Patients Initiative, Seamless Care Between Settings, Self-Care, Seven-Day Services in Hospital, Seven-Day Services in the Community, Shared Decision-Making, Shared Responsibility, Single Medical Division, Support to Care Home Residents, Supporting Patients to Leave Hospital, Team Working, Teams, Telemedicine, Treating Patients Without Hospital Admission, Urgent Care Centre (UCC), US Health Care System, US Health Resources and Service Administration (HRSA), Video Links, Vision of Patient Care: Future Hospital Commission, Vulnerable Older People, Workforce and Skill Mix, Workforce Issues, Workforce Planning, Workforce Retention Recruitment and Resilience, Workforce Training, Worthing Hospital | Leave a comment

House of Commons Committee of Public Accounts Report: Emergency Admissions to Hospital (BBC News / Public Accounts Committee / Healthwatch England / NHS Confederation’s Urgent and Emergency Care Forum)

Posted on March 9, 2014 by Dementia and Elderly Care News

Summary A recent House of Commons Committee of Public Accounts report examines the increasing demand for A&E services, in the context of budgets under pressure and a shortage of specialist A&E consultants. It also investigates slow progress on introducing out … Continue reading →

Distance From Home to Emergency Care (Health Foundation / Nuffield Trust)

Posted on February 23, 2014 by Dementia and Elderly Care News

Summary The following report from the Health Foundation and Nuffield Trust examines changes in the distance travelled from home to receive emergency care, over the last decade. It has been conducted in the context of NHS England’s / Professor Sir … Continue reading →

Posted in Acute Hospitals, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, National, NHS, NHS England, Nuffield Trust, Patient Care Pathway, Quick Insights, Standards, UK, Universal Interest | Tagged A&E, A&E Department Closures, Acute Hospital Care, Admissions, Barking and Dagenham, Bracknell Forest, Burnley District, Challenges of Reconfiguration, Chiltern District, Chorley District, Closures of Accident & Emergency (A&E) Departments, Cotswold District, Dacorum District, Dartford District, Distance From Home to Emergency Care, District, Eden District in Cumbria, Emergency Admissions, Emergency Attendances, Emergency Bed Use, Emergency Care, Emergency Centres, Emergency Departments, Emergency Services, Epping Forest District, Epsom and Ewell, Future of Urgent & Emergency Care Services in England, Hartlepool, HES: Hospital Episode Statistics, Hospital Emergency Departments, Hospital Episode Statistics (HES), Hospital Reconfiguration, Lower Super Output Area (LSOA), Maidstone District, Major Emergency Centres, Major Trauma Centres, Major Trauma Networks, Medical Director of NHS England: Professor Sir Bruce Keogh, Mole Valley District, National Stroke Strategy (2007), National Stroke Strategy (NSS), Newark and Sherwood, NHS Service Reconfiguration, Northing, Pendle District, Professor Sir Bruce Keogh, QualityWatch, QualityWatch Focus On Reports, Reconfiguration of Emergency Care System, Redbridge, Rural Areas, South Lakeland District, Tonbridge and Malling, Transforming Urgent and Emergency Care Services, Two-Tier Accident and Emergency System, Unplanned Hospital Admissions, Unscheduled Admissions, Urban Areas, Urgent and Emergency Care, Urgent and Emergency Care Networks, Urgent and Emergency Care Review, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England, Wandsworth, West Somerset District | Leave a comment

NHS Payment Reform (Nuffield Trust)

Posted on February 23, 2014 by Dementia and Elderly Care News

Summary The NHS payment system has evolved over years into a complex mix of methods, prices, incentives and penalties. It is the product of over a decade of reforms to different components. Aspects of NHS payment systems may act as … Continue reading →

Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, National, NHS, NHS England, Nuffield Trust, Patient Care Pathway, Person-Centred Care, Personalisation, Standards, Systematic Reviews, UK, Universal Interest | Tagged 2012/13 Reference Costs, 2014/15 Tariff, 2015/16 National Tariff Payment System, Access to Services, Additional Payments, Alternative Payment Systems, Assessing and Meeting Needs and Payments, Attention Shift, Barriers to Integration, Best Practice Tariffs (BPTs), Beyond Institutional Boundaries, Block Budgets, Budget Management, Budgets, Calculating National Prices, Capitation, Care in Appropriate Settings, Care Settings, Case-Based Payments, Challenges of Reconfiguration, Clinical Negligence Scheme for Trusts (CNST), COBIC Consortium, Commissioning Acute Care Services, Commissioning for Quality and Innovation (CQUIN), Commissioning Landscape in England, Commissioning Local Services, Community Health Services, Community-Based Services, Competition and Markets Authority (CMA), Configuration of Services, Cost Benchmarking, Cost Uplifts, CQUIN Incentive Payments, Diagnosis-Related Payments, Differential Efficiency Factors, Direct Enhanced Service (DES) Payments, Disincentives, DRG Payments in European Countries, Efficiency, Efficiency Factor (Costings), Efficiency Savings, Emergency Services, Evolution of Payment by Results in the NHS, Extrinsic Motivation, Fee-For-Service, Fragmentation of Services and Commissioning, Funding GP Practices in England, Funding Reform, Gaming the System, HCHS: Hospital and Community Health Services Needs Index, Health and Social Care Act (2012), Health and Social Care Configuration, Health and Social Care Reform, Health Care Purchased by PCTs (2012/13), Health Reform, Healthcare Resource Groups (HRGs), Hospital Activity, Hospital and Community Health Services (HCHS), Hospital and Community Health Services (HCHS) Needs Index, Hospital Reconfiguration, Inappropriate Care Settings, Incentive Payments, Increasing Efficiency, Institutional Boundaries, Integrated Services, Integrated Whole System Services for People With Dementia, Intrinsic Motivation, Leakage (Efficiency), Length of Stay (LoS), Linking Payment to Quality, Loss of Motivation, Market Forces Factor (MFF), Mental Health and Community Services, Mental Health Services, Modelled Prices, Monitor, Monitoring, National Prices Methodology Discussion Paper, National Tariff Payment System Consultation, NHS Budget, NHS Efficiency Savings, NHS Health and Social Care Act (2012), NHS Hospital and Community Health Service (HCHS) Workforce, NHS National Prices Methodology Discussion Paper: 2015/16, NHS National Tariff Payment System (The Tariff), NHS Payment Reform, NHS Payment System, NHS Payments System, NHS Productivity, NHS Reform, NHS Service Reconfiguration, Openness and Transparency, Organisational Boundaries, Oxfordshire CCG, Patient-Level Information and Costing System (PLICS), Pay-For-Performance Schemes, Pay-For-Performance Schemes in NHS Hospitals, Paying Lower (or Zero) Prices for Activity Above a Specified Level, Payment by Results, Payment by Results (PbR), Payment for Outcomes Not Outputs, Payment Mechanisms, Payment Reform, Payment System for Hospital Activity, Payments to Incentivise Service Transformation, Policy Objectives for DRG Payments, Potential NHS Provider Productivity improvements, Practice by Rote, Price-Setting Principles, Primary and Secondary Care, Primary Care Trusts and Weighted Capitation Formula, Priority Setting (Commissioning), Productivity, Productivity Improvements, Public Service Reform, Quality and Outcomes Framework (QOF) Payment, Quality Payments in the NHS, Reconfiguration of Emergency Care System, Recovery Rehabilitation and Reablement (RRR), Redesigning Services, Reduced Gaming of the System, Reference Costs, Reform, Seamless Care Between Settings, Secondary Care, Service Development Costs, Service Transformation, Setting Objectives, Short Stay Emergency (SSEM) Bandings, SSEM Bandings, Supplier-Induced Demand, Transparency, Transparency and Accountability, Treatment Function Codes (TFCs), Unintended Consequences, Working Across Boundaries, Working the System and Unintended Consequences | Leave a comment

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