Tag Archives: Local Health Economies

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

NHS Operational Productivity: GIRFT Meets Mental Health and Community Health Services (Lord Carter / DHSC)

Posted on June 3, 2018 by Dementia and Elderly Care News

Summary Lord Carter’s latest report in the NHS Operational Productivity series shifts the attention to unwarranted variations in mental health and community health services. Potential savings of around £1 billion in efficiencies could be made by 2020/21, allegedly, if the … Continue reading →

More on the Persistence of Variations in Care and Health Inequalities (BBC News / MTG / King’s Fund)

Posted on August 23, 2017 by Dementia and Elderly Care News

Summary The Medical Technology Group’s analysis of data from the 209 Clinical Commissioning Groups (CCGs), concerning regional inequalities in patient access to treatments and assessments involving medical technology, discovered unacceptable variations (including inequalities between the North and South of England). … Continue reading →

Posted in Acute Hospitals, BBC News, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), In the News, Integrated Care, King's Fund, Local Interest, Management of Condition, National, NHS, Non-Pharmacological Treatments, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest | Tagged 18 Week Wait and Patient Access, Acute Stroke Management, Acute Stroke Services, Assessment and Diagnosis, BBC Health News, BBC Panorama, BBC Panorama: Get Rich or Die Young, BBC Panorama: Stockton - England’s Most Unequal Town, Cataract Operations, CCG Performance Statistics, CCGs: Clinical Commissioning Groups, CLAHRC: Collaboration for Leadership in Applied Health Research and Care, CLAHRCs: NIHR Collaborations for Leadership in Applied Health Research and Care, Clinical Commissioning Groups (CCGs), Collaboration for Leadership in Health Research and Care (CLAHRC), Colonoscopy and CT Colonoscopy, Commissioning Task, CT Colonoscopies, DEMETRIQ Project, Diagnosis and Referral, Diagnostic Imaging, Diagnostic Services Atlas, Diagnostic Testing Rates, Diagnostic Waiting Times, English Health Inequalities Strategy, Geographical Health Inequalities, Geographical Variations, Getting it Right First Time, Getting It Right First Time (GIRFT), Health and Care of Older People, Health Inequalities, Health Inequalities in England, Hip Replacement, Hip Replacements, Imaging Services, Impact of English Health Inequalities Strategy, Improvement Opportunities in Local Commissioning, Life Expectancy by Neighbourhood, Limb Amputations, Local Commissioning, Local Health Economies, Local Health Profiles, Local Health Services: Variations, Local Variations, Medical Technology Access, Medical Technology Group (MTG), Mortality Rates Among Older People, National Institute for Health Research (NIHR): Collaboration for Leadership in Health Research and Care (CLAHRC), NHS Atlas of Variation, NHS Atlas of Variations in Diagnostic Services, NHS Atlases of Variation, NHS Clinical Commissioners (NHSCC), NHS Postcode Lottery, NHS Variations in Diagnostic Services, NHS Waiting Times, North-South NHS Divide, Postcode Lottery, Postcode Lottery in Access to Care, Postcode Lottery in Access to Treatment, Postcode Lottery in Standards of Healthcare, Quality Improvement, Reducing Variation, Regional Variations, Right First Time, RightCare’s NHS Atlas of Variation, Slope Index of Inequality, Slope Index of Inequality (SII) for Life Expectancy and Healthy Life Expectancy in England, Slope Index of Inequality in Life Expectancy, Specialist Stroke Units, Stockton, Stockton-on-Tees, Stockton: England’s Most Unequal Town, Stroke, Stroke Care Bundles, Stroke Units, Top Performing CCGs, Trends in NHS Outcomes Framework: Health Inequality Indicators, Trends in Public Health Outcomes Framework: Health Inequality Indicators, Unacceptable Variations, Unwarranted Variations, Unwarranted Variations in Diagnostic Testing Rates, Value Opportunities in Local Commissioning, Variation Analysis, Variation in Commissioning, Variations in Care, Variations in Quality of Care, Worst Performing CCGs | Leave a comment

Sustainability and Transformation Plans: Reviewing Details (BBC News / King’s Fund / Red Cross)

Posted on February 22, 2017 by Dementia and Elderly Care News

Summary A recent King’s Fund report explores the content of the Sustainability and Transformation Plans (STPs) for reform of health and care services in England. According to BBC News 28 of these 44 proposals involve closures or downgrading of hospital … Continue reading →

Posted in BBC News, Commissioning, In the News, Integrated Care, King's Fund, Local Interest, Mental Health, National, NHS, NHS England, Non-Pharmacological Treatments, UK | Tagged 5YFV: NHS Five Year Forward View, Abolition of the Purchaser/Provider Split, Accountability and Transparency, Accountable Care Organisations (ACOs), Achieving Better Value, Acute Care, Acute Hospital Care, Acute Stroke Care, Ageing Population, Ageing Society, Bath Swindon and Wiltshire STP Footprint, BBC Health News, Better Value in the NHS, Birmingham and Solihull STP Footprint, Bristol North Somerset and South Gloucestershire STP Footprint, British Red Cross, Buckinghamshire Oxfordshire and Berkshire West STP Footprint, Cambridgeshire and Peterborough STP Footprint, Casualty Ward Closures Overnight, Challenges of Reconfiguration, Cheshire and Merseyside STP Footprint, Coast Humber and Vale STP Footprint, Collaboration, Collaborative Commissioning, Collaborative Working, Cornwall and the Isles of Scilly STP Footprint, Coventry and Warwickshire STP Footprint, Derbyshire STP Footprint, Devon STP Footprint, Dorset STP Footprint, Durham Darlington Tees Hambleton Richmondshire and Whitby STP Footprint, Economic Sustainability, Efficiency Opportunities, Efficiency Savings, Emergency Care Improvement Programme (ECIP), Estimates of Social Care Funding Gap (Health Foundation), Financial Constraints, Financial Context, Financial Difficulties, 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, Frimley Health STP Footprint, Funding Challenges, Funding Deficits, Funding Gap in Secondary Care, General Hospitals, Gloucestershire STP Footprint, Greater Manchester STP Footprint, Hampshire and the Isle of Wight STP Footprint, Health and Social Care Configuration, Herefordshire and Worcestershire STP Footprint, Hertfordshire and West Essex STP Footprint, House of Commons Library, House of Commons Library Briefing Paper CBP-8093, Integrated and Community-Based Care, Integrated Home and Community Care Services, Integration of Health and Social Care, Kent and Medway STP Footprint, Lancashire and South Cumbria STP Footprint, Leicester Leicestershire and Rutland STP Footprint, Lincolnshire STP Footprint, Local Health and Care Services, Local Health Economies, Mid and South Essex STP Footprint, Milton Keynes Bedfordshire and Luton STP Footprint, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England’s Five Year Forward View, NHS Five Year Forward View (5YFV), NHS Funding, NHS Health Check, NHS Health Check Series: BBC News (2017), NHS Spending, NHS Sustainability, Norfolk and Waveney STP Footprint, North Central London STP Footprint, North East London STP Footprint, North West London STP Footprint, Northamptonshire STP Footprint, Northumberland Tyne and Wear STP Footprint, Nottinghamshire STP Footprint, Overnight A&E / Casualty Ward Closures, Policy Context, Population Health, Population Health Systems, Population Healthcare, Prevention, Prevention Agenda, Prevention in Action (Red Cross), Provider Collaboration, Purchaser/Provider Split, Red Cross, Redesigning Local Healthcare Systems, Shropshire and Telford and Wrekin STP Footprint, Simon Stevens: Chief Executive of NHS England (2014-), Social Care Funding Gap, Somerset STP Footprint, South East London STP Footprint, South West London STP Footprint, South Yorkshire and Bassetlaw STP Footprint, Staffordshire STP Footprint, STP Footprints, Stroke Care, Suffolk and North East Essex STP Footprint, Surrey Heartlands STP Footprint, Sussex and East Surrey STP Footprint, Sustainability, Sustainability and Transformation Plans (STPs), Sustainability and Transformation Plans: Content and Implementation, Sustainability and Transformation Plans: Questions Over Opaque Development Practices, System Leadership, The Black Country STP Footprint, Thinking Like a Patient and Acting Like a Taxpayer, Transformation Footprints, Triple Definition of Prevention, Unmet Needs, Voluntary and Community Sector, Voluntary and Community Sector Organisations, West North and East Cumbria STP Footprint, West Yorkshire STP Footprint, Weston Area Health NHS Trust, Weston General Hospital | Leave a comment

Patient Flow or Patient Gridlock? (Health Foundation / BBC News)

Posted on December 8, 2016 by Dementia and Elderly Care News

Summary The Health Foundation’s latest report on whole systems approaches to patient flow attempts to supply a definitive guide on this topic for local health and social care economies in the UK. It summarises the state of current knowledge about … Continue reading →

Posted in Acute Hospitals, BBC News, Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, In the News, Integrated Care, Local Interest, National, NHS, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest | Tagged Adult Social Care and Wellbeing, Advancing Quality Alliance (AQuA), Advancing Quality Alliance (AQuA) Programme, Advancing Quality Alliance’s (AQuA) Integrated Care Discovering Communities, Ambulance Delays at Emergency Departments, Ambulance Delays at Hospitals, Ambulance NHS Trusts, Ambulance Patients: Long A&E Handover Delays, Ambulance Pressures - Possible Service Innovations or Stratagems: Deploying Paramedics to Manage Queues, Ambulance Pressures - Possible Service Innovations or Stratagems: Giving Call Handlers Longer to Assess Calls, Ambulance Pressures - Possible Service Innovations or Stratagems: Tackling Timewasters and Hoax Calls, Ambulance Pressures - Possible Service Innovations or Stratagems: Treating Fewer Patients as Emergencies, Ambulance Pressures - Possible Service Innovations or Stratagems: Working With Mental Health Patients, Ambulance Quality Indicators, Ambulance Response Times, Ambulance Response Times: NHS Performance Indicators, Ambulance Services, Ambulance Targets, Anyborough Diagram of Local Health and Social Care Economy Care Journeys, AQuA (NHS Organisation), Bottlenecks, Challenges of Urgent and Emergency Care, Darlington Dementia Collaborative, Delayed Transfers of Care (DETOCs), Demand and Capacity, Discharge to Assess (D2A) Model, District Health Board for Canterbury (New Zealand), Dysfunctional Patient Flow, ECIP: Emergency Care Improvement Programme, Emergency Care Improvement Programme (ECIP), Failure Demand, Flow Cost Quality, Health and Social Care, Health and Social Care Configuration, Health and Social Care Integration, Health Foundation’s Flow Cost Quality Programme, Ideal Patient Flows, Improving Patient Flow, Integrated Care Partnership (ICP) Board: Wigan Borough, Integration of Health and Social Care for Older People, Joined-Up Strategy to Improve Whole System Flow, Local Health and Care Economies, Local Health and Care Services, Local Health and Social Care Economy Care Pathways, Local Health and Social Care Economy Enablers, Local Health Economies, Managing Patient Flow, Measuring Whole System Performance, Mental Health Triage, National System Change Levers, NHS Performance, NHS Performance Indicators, Patient flow, Patient Flow Within Hospitals, Patient Flows, Patients Waiting More Than Four Hours For Hospital Beds (Trolley Waits), Performance Targets, Reducing Delayed Transfers of Care, Royal Bolton Hospital NHS Foundation Trust, Safer Faster Better: Good Practice in Delivering Urgent and Emergency Care, Scottish Government’s 2020 Vision for the NHS, Sheffield Big Room, Sheffield Microsystem Coaching Academy: Improving Flow Programme, Sheffield Patient Flow, Sherwood Forest Hospitals Foundation Trust, Sherwood Forest Hospitals NHS Foundation Trust, Smoother Patient Flows, Tackling Failure Demand in Scotland, Transforming Urgent and Emergency Care Services in England, Trolley Wait Between 4 and 12 Hours: NHS Local Performance Tracking Service (NHS Winter Project), Trolley Waits, Urgent and Emergency Care, Whole System Integration, Whole System Patient Flows, Whole System Transformation, Whole Systems Approach, Whole Systems Design, Wigan Deal: Adult Social Care and Wellbeing, Wigan Integrated Care Partnership Board, Winona Health Transformation (USA), Wrightington Wigan and Leigh NHS Foundation Trust, WWLFT: Wrightington Wigan and Leigh NHS Foundation Trust | Leave a comment

Quality Improvement Metrics: a New System For Measuring Whole System Performance (IHI)

Posted on December 3, 2016 by Dementia and Elderly Care News

Summary Analysts at the Institute for Healthcare Improvement (IHI) in the United States have developed an improved set of measures by which to assess the performance of health care organisations and health care systems. Their “Whole System Measures 2.0 (WSM … Continue reading →

Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, International, Local Interest, Person-Centred Care, Quick Insights, Standards, Statistics | Tagged Access, Access to Care, Access to Healthcare Services, Accountability, Accountability and Integration, Accountability in Health and Social Care, Accountable Care Organisations, Accountable Care Organisations (ACOs), Accountable Care Organisations (in United States and England), Accountable Financial Stewardship, Affordability, Affordability of Care, Avoidable Admissions, Avoidable Harm, Avoidable Hospital Admissions, Clinical Quality Dashboards, Community Wellbeing, Community Wellbeing and Health Equity, Corporate Accountability, Corporate Social Responsibility, Dashboards, Days to Third Next Available Appointment, Disparities in Infant Mortality Rates, Encouraging Healthy Behaviour, End-User Experience, Equity (Stratification of Whole System Measures), Experience of Care, Experience of Care Domain Measures, Financial Stewardship, Functional Health Outcomes Score, Governance and Accountability, Health Care Cost Per Capita, Health Care Costs, Health Care Workforce, Health Inequalities, Healthy Behaviour, Healthy Behaviours, Healthy Lifestyles, Hospital Aquired Conditions, Hospital Days Per Decedent During Last Six Months of Life, Hospital Readmission Percentage, Hospital Standardized Mortality Ratio (HSMR), Hospital-Acquired Infections, IHI Innovation Series, IHI Triple Aim, IHI: Institute for Healthcare Improvement, Improving Patient Experience, Improving Population Health, Incidence of Nonfatal Occupational Injuries and Illnesses, Institute for Healthcare Improvement (IHI), Lifestyle Intervention Programmes, Local Health and Care Economies, Local Health and Care Services, Local Health and Social Care Economies, Local Health and Wellbeing, Local Health Economies, Measuring Whole System Performance, Monitoring Health and Health Care, Mortality Rates, Obesity, Optimal Lifestyle Metrics, Overweight, Patient Experience, Patient Experience Score, Patient Harm, Patient Satisfaction with Care Score, Per Capita Cost of Care Domain Measures, Population Health, Population Health and Prevention, Population Health Domain Measures, Population Health Perspective, Population Health Systems, Population Healthcare, Preventable Adverse Events, Preventable Harm, Preventable Hospital Admissions, Prevention, Prevention Agenda, Prevention Approaches, Quality Improvement, Quality Improvement Metrics, RAND Delphi Procedure, Rate of Adverse Events, Reducing Health Inequalities, Reliability of Core Measures, Serious Reportable Events (SREs), Social Responsibility, Societal Footprints, Toyota Specification, Triple Aim Initiative, Triple Aim: (1) Improved Health and Wellbeing (2) Redesigned Care and (3) Wise Financial Stewardship, Unadjusted Raw Mortality Percentage, United States, Unmet Care Needs, Unmet Health Needs, Unmet Needs, Unmet Needs of Family Carers, Unmet Social Care Needs, USA, User Experience, Vital Signs Measure, Whole System Dashboards, Whole System Measures 2.0 (WSM 2.0), Whole System Measures 2.0 IHI White Paper, Whole System Measures 2.0: White Paper (2016), Whole System Measures IHI White Paper (2007), Whole System Measures: White Paper (2007), Whole-System Approaches, Workforce Wellbeing | Leave a comment

Lord Carter’s Report on NHS Efficiency Savings (BBC News / Department of Health / NHS Improvement)

Posted on February 5, 2016 by Dementia and Elderly Care News

Summary Proposed efficiency savings could help the NHS save £5 billion per year by 2020, according to the Labour peer Lord Carter’s report. Full Text Link Reference Hospital bed-blocking ‘costs’ NHS England £900m a year. London: BBC Health News, February … 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, King's Fund, National, NHS, NHS England, NHS Improvement, Practical Advice, Quick Insights, Standards, Statistics, UK, Universal Interest | Tagged 5YFV: NHS Five Year Forward View, Acute Hospitals, Adjusted Treatment Cost (ATC), Allied Health Professionals, Allied Health Professionals (AHPs), Anatomy of the Model Hospital, Ashford and St. Peters NHS Foundation Trust, Atlas of Variations in NHS Hospitals Practice, Atlas of Variations in Procurement, BBC Health News, Bed Use (Acute Hospitals), Bed-Blockers, Bed-Blocking Patients (Non-Recommended Term), Behaviour Change Opportunities, Care Hours Per Patient Day (CHPPD), Carter Review of Operational Productivity in NHS Providers, Centralised Procurement (Economies of Scale), Clinical Engagement, Clinical Leadership, Clinical Quality Improvement, Clinically-Led Quality and Efficiency Project (GIRFT), Collaboration, Collaborative Procurement Hubs, Commercial Medicines Unit (CMU), Continuous Improvement, Continuous Learning, Continuous Learning Culture, Cooperation, Corporate and Administrative (Back-Office) Costs: Acute Hospitals, Cost Savings, Cost-Improvement Programmes (CIPs), CQC Inspection Questions (Safe Effective Caring Responsive Well-Led), Dashboards, Delayed Discharges, Digital Technology, Digital Technology and Innovation, e-Rostering, Economies of Scale, Efficiency Opportunities, Efficiency Savings, Electronic Prescribing and Medicines Administration (EPMA), English NHS Acute Hospitals, eProcurement, Estates and Facilities Management, Estates Returns Information Collection (ERIC), Example Trust Board Dashboard, Facilities Management, Finance and Procurement, Future Operating Model for Procurement and Supply Chain in NHS, Getting it Right First Time, GIRFT Approach, Global GS1 Coding and PEPPOL Messaging Standards, Health Finance Managers Association (HFMA), Healthcare Quality Improvement, High Cost Drugs: Hospitals Savings Targets, Hospital Pharmacy and Medicines Optimisation, Hospital Pharmacy Transformation Programme, Hospital Pharmacy Transformation Programme (HPTP), Hospital Productivity, Hospitals Savings Targets, Imperfections in Data Reported by Individual Trusts: Acute Hospitals, Improving People Policies and Practices, Integrated Performance Framework, Learning Culture, Learning for Improvement, Litigation Claims, Local Health and Care Economies, Local Health Economies, Lord Carter of Coles, Lord Carter Review, Lord Carter: Chair of NHS Procurement and Efficiency Board, Managing Sickness Absence, Meaningful Use of Standards and Incentives, Medicines Optimisation, Metrics, Metrics and Information, Metrics to Meaning, Model Hospital: Template for Standardisation, NHS Acute Hospitals, NHS and Wholesaler Partnership in Avon Gloucester and Wiltshire, NHS Catalogue, NHS Efficiency Challenge, NHS Efficiency Map, NHS Efficiency Map: Enablers for Efficiency, NHS Efficiency Map: Improving Arrangements For Enhanced Nursing Care, NHS Efficiency Map: Managing Cost Improvement Programmes, NHS Efficiency Map: Patient Blood Management, NHS Efficiency Map: Provider Efficiency, NHS Efficiency Map: Saving On Printing Costs, NHS Efficiency Map: System Efficiency, NHS Efficiency Map: Theatre Management, NHS Efficiency Map: Turning Around Procurement Function, NHS England Specialist Pharmacy Services, NHS England’s Five Year Forward View, NHS Estates, NHS Finance, NHS Finances, NHS Financial Leadership, NHS Five Year Forward View (5YFV), NHS Improvement, NHS Manufactured Medicines Product Catalogue, NHS Procurement, NHS Procurement and Efficiency Board, NHS Procurement Transformation Programme (PTP), NHS Productivity, NHS Purchasing Price Index, NHS Southern Procurement Partnership, NHS Supply Chain, NHS Trust Financial Deficits, NHS Trust Sickness and Absence Rates, Non-Specialist Acute Hospitals, Northumbria Healthcare NHS Foundation Trust, Nursing Informatics Team, Nursing Informatics Team at University Hospitals Coventry and Warwickshire NHS Trust, Openness and Transparency, Operating Theatres Availability, Operating Theatres Scheduling, Operating Theatres: Opportunities to Reduce Waiting Lists (NHS Improvement), Operational Productivity and Performance (Carter Report), Operational Productivity in NHS Providers, Opportunities for Standardisation, Optimising Clinical Resources, Pathology and Imaging Services, Pathology Quality Assurance Dashboard (PQAD), Patient Pathway Issues, Patient Safety, Pay-Outs by NHS Litigation Authority, Price Range Variations, Priorites Within Acute Hospitals, Procurement Performance Metrics, Procurement Review, Procurement Transformation Programme, Productivity, Productivity in NHS Hospitals, Quality and Efficiency Opportunities, Quality Efficiency and Performance (Often Go Together), Quality Improvement, Radio-Frequency Identification in Wolverhampton, Real-Time Locating Software (RTLS) to Improve Patient Safety, Reducing Delayed Transfers of Care, Reducing Litigation Costs, Reducing Variations in Clinical Costs, Reducing Variations in Device and Procedure Selection, Reducing Variations in Litigation Payments, Reducing Variations in Readmission Rates, Reducing Waste in the NHS, Review of Pathology Quality Assurance, Rostering at Portsmouth Hospitals NHS Trust, Sickness and Absence Rates, Specialling (Enhanced care), Specialling at Nottingham University Hospitals NHS Trust, Spending Review Commitment to Investment in Digital Technologies, Strategic Data Collection Service (SDCS), Surrey Pathology Services (SPS), Tackling Variation, Unwarranted Variations, Variations in Procurement, Variations in Spending, Wasted Resources, Weighted Activity Unit (WAU), Well-Led (CQC Inspection Question), Well-Led Framework for Governance Reviews, Well-Led Indicators (CQC) | Leave a comment

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More on the Persistence of Variations in Care and Health Inequalities (BBC News / MTG / King’s Fund)

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