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Tag Archives: NHS Efficiency Challenge
Financial Sustainability in the NHS: Holding Up a Mirror? Reflection (BBC News / NHS Improvement / NHS England / BMJ / OECD)
Summary The authors of the Getting It Right First Time (GIRFT) report believe that the NHS may not actually need further money from the taxpayer, asserting that efficiency savings identified (in the field of general surgery alone, and without looking … 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, International, Mental Health, National, NHS, NHS England, Quick Insights, Standards, Statistics, UK, Universal Interest, World Health Organization (WHO)
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Tagged American College of Surgeons National Surgical Quality Improvement Program (ACS NSQIP), Anatomy of the Model Hospital, £22 Billion Efficiency Savings by 2020-21, BBC Health News, Bedford Musculoskeletal Disorders (MSK) Referral Management Centre, Bedford Referral Management Centre (RMC), Better Together Vanguard, Birmingham and Solihull United Maternity and Newborn Pathway (BUMP) Early Adopter, BMJ Publishing Group Ltd, British Medical Journal (BMJ), BUMP: Birmingham and Solihull United Maternity and Newborn Pathway, Chris Hopson: Chief Executive of NHS Providers, Closing the Finance and Efficiency Gap, Closing the Funding and Efficiency Gap, Consumer Experiences of Health and Social Care, Continuous Learning Culture, Cumbria CCG’s Pain Management Service, Delayed Transfers of Care (DTOC), Diabetes and Obesity, Durham and Darlington Children’s and Young Person’s Mental Health Services Crisis and Liaison team (CYPMHS), Duty of Best Value, East and North Hertfordshire CCG Vanguard, Economic Sustainability, Efficiency and Effectiveness, Efficiency Frontiers, Efficiency Opportunities, Efficiency Savings, End-User Experience, Enhanced Health in Care Homes, Estates and Technology Transformation Fund, Exemplar Clinical Pathways, Failing Services (NHS and Social Care), Financial Constraints, Financial Context, Financial Difficulties, Financial Issues, Financial Management, Financial Performance, Financial Planning, Financial Pressure in the NHS, Financial Pressures, Financial Resilience, Financial Sustainability in the NHS, Financial Sustainability of NHS Bodies, Financing of Health Care, Future Financial Sustainability, Future of NHS and Social Care, Fylde Coast Local Health Economy, General Surgery: GIRFT Programme National Specialty Report (August 2017), Geographical Variations, Getting it Right First Time, Getting It Right First Time (GIRFT), GIRFT and Other Improvement Initiatives, GIRFT Programme, GIRFT Programme National Specialty Report (August 2017), Global Health and Development Group: Imperial College London, Governance-Related Waste: Abuse, Governance-Related Waste: Administration Costs, Governance-Related Waste: Corruption, Governance-Related Waste: Fraud, Governance-Related Waste: Integrity Violations, Governance-Related Waste: Managerial Self-Interest, Governance-Related Waste: Managerial Spin and Self-Deception, Governance-Related Waste: Self-Regulation vs. Integrity Violations, Health and Social Care, Health and Social Care Costs, Health and Social Care Integration, Health and Social Care Services, Healthcare Quality Improvement Partnership (HQIP), Healthy New Towns, Imperial College London, Improvement Initiatives, Inappropriate Use of Antimicrobials, Institute of Global Health Innovation: Imperial College London, Integrated Personal Commissioning (IPC), Integrated Personal Commissioning (IPC) Programme, John Abercrombie: GIRFT Clinical Lead for General Surgery, Learning Culture, Learning from Data, Learning From Peers, Length of Stay (LoS), Local Health Services: Variations, Local Variations, Mental Health and Dementia, Model Hospital: Template for Standardisation, National Innovation Accelerator, NHS and Social Care Spending, NHS Efficiency Challenge, NHS Efficiency Savings, NHS England (Formerly the NHS Commissioning Board), NHS England Annual Report and Accounts (2016/17), NHS Funding, NHS Funding Gap, NHS Improvement, NHS North Kirklees CCG, NHS Providers, NHS Stockport CCG, NHS Sustainability, NHS Waltham Forest CCG, NHSI: NHS Improvement, North East London Choice and Personalisation Pioneer, Operational Productivity and Performance (Carter Report), Operational Waste: Hospital Care, Operational Waste: Pharmaceuticals, Organisation for Economic Cooperation and Development (OECD), Overdiagnosis and Overtreatment, Overtreatment (Speculative Concept), Patient Experiences, Patients Waiting More Than Four Hours For Hospital Beds (Trolley Waits), Paul Baumann: Chief Financial Officer at NHS England, Personalised Medicine, Potential NHS Provider Productivity improvements, PPIB: Purchasing Price Index Benchmark and Benchmark Tool, Productivity, Professor Sir Malcolm Grant, Professor Tim Briggs: GIRFT Programme Chair, Professor Tim Briggs: National Director for Clinical Quality and Efficiency at NHS Improvement, Public Opinion, Quality and Sustainability, Reducing Delayed Transfers of Care, Reducing Waste in the NHS, Renal e-clinics in Tower Hamlets, Right First Time, Royal College of Surgeons (RCS), Royal College of Surgeons of England (RCSENG), Royal National Orthopaedic Hospital, Royal National Orthopaedic Hospital NHS Trust, Science and Innovation, Simon Stevens: Chief Executive of NHS England, Sir Malcolm Grant: Chair of NHS England, Sustainability, Sustainable Care, Sustainable Funding, Sustainable Health and Care Services, Tackling Barriers to Innovation, Tackling Variation, Thinking Like a Patient and Acting Like a Taxpayer, Tower Hamlets Together, Transformational Commissioning, Transformational Technologies, Transparency, Unacceptable Variations, Unwarranted Variations, Upward Spending Pressures, Urgent Response Assess at Home Pathway, Variation in General Surgery, Variations in Care, Variations in Procurement, Variations in Quality of Care, Variations in Spending, Wasted Resources, Wasteful Clinical Care, Winter Pressures Beyond Winter (Winter Re-Defined?), World Health Organisation (WHO)
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Innovation for Efficiency, Productivity and Affordability in Healthcare (ILC-UK / EY)
Summary A report from the International Longevity Centre covers seven examples of UK-based and international schemes involving innovation. These examples are: Memory First: an integrated dementia service run by a consortium of 162 GPs across 41 practices in Staffordshire. Urban … Continue reading →
Posted in Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, Management of Condition, Models of Dementia Care, National, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Accelerating Innovation, Access to Care, Access to General Practice, Access to GP Services, Adopters and Adoption of Innovation, Affordability, Affordability of Care, Ageing Population, Barriers to Innovation, Belgium, Benefits of Case Management, Care Coordination / Case Management Approaches For People With Dementia Living at Home, Case Management, Closing the NHS Funding Gap, EASYCare, EASYCare Project, Economic Sustainability, Effective Innovation for Affordable Healthcare, Efficiencies and Productivity Gains, Encouraging Innovation, Ernst & Young, EY, Health and Social Care Integration, Home Dialysis, ILC-UK: International Longevity Centre UK, Innovation, Innovation and Improvement, Innovation for an Ageing Population, Integrated Dementia Care, International Longevity Centre UK (ILC-UK), Manchester Royal Infirmary, Memory Assessment Services, Memory Clinics, Memory First, Memory First (Staffordshire), Memory Services, NHS Belongs to the People, NHS Efficiency Challenge, NHS Funding, NHS Funding Gap, Operational Productivity and Performance (Carter Report), Personalised Case Management, Potential NHS Provider Productivity improvements, Productivity, Productivity and Prevention (QIPP) Programme, Productivity in the NHS, Protocol 3 (P3), Redesigning Care Pathways, Redesigning Services, Research and Innovation, Rio de Janeiro, Science and Innovation, Service Redesign (Telehealth), Service Redesign for Productivity, Service Transformation, SOS 2020, Staffordshire, Supporting Economic Growth, Supporting Research and Innovation, Sustainability, Tackling Barriers to Innovation, Tackling Variation, Task Force on E-Health, Transformational Commissioning, Transformational Technologies, Transformative Technology, Transparency, Unwarranted Variations, Urban E-Health Pilot, Variations in Procurement, Variations in Spending, Wasted Resources
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Lord Carter’s Report on NHS Efficiency Savings (BBC News / Department of Health)
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, Practical Advice, Quick Insights, Standards, Statistics, UK, Universal Interest
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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, 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, 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)
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Five Year Forward View’s New Care Models: Updated Support for UEC and ACC Vanguards (NHS England)
Summary NHS England has released an update to the initial support package for new models of care vanguards, which now reflects the needs of all 50 vanguards. In particular, this document addresses the needs of the latest 21 vanguards; i.e. … Continue reading →
Posted in Acute Hospitals, Age UK, Charitable Bodies, 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, Local Interest, Management of Condition, Mental Health, National, NHS, NHS England, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged 24/7 Access to Urgent and Emergency Care, 5YFV: NHS Five Year Forward View, 7 Day Services, Academic Health Science Networks (AHSNs), Access to Mental Health Services, Access to Urgent and Emergency Care, Accountable Clinical Networks: East Midlands Radiology Consortium (EMRAD), Accountable Clinical Networks: MERIT - Mental Health Alliance for Excellence Resilience Innovation and Training (West Midlands), Action for Prisoners and Offenders Families (APOF), Active Communities Programme, Acute and Emergency Care: Prescribing the Remedy, Acute Care, Acute Care Collaboration, Acute Care Collaboration (ACC) Vanguards, Acute Care Collaboration Vanguards, Acute Care Services, Acute Hospital Care, Acute Hospitals, Addaction, Alan Steward: Chief Operating Officer for Havering Clinical Commissioning Group, Alan Steward: Vanguard Programme Lead for Barking and Dagenham Havering and Redbridge System Resilience Group, Alignment of Incentives Across UEC Systems, Amanda Sullivan: Chief Officer for Mansfield and Ashfield and Newark and Sherwood Clinical Commissioning Groups, Association for Young People’s Health (AYPH), Better Care Together (Morecambe Bay Health Community) Vanguard, Better Local Care (Southern Hampshire), Brook, Building Health Partnerships, Building Health Partnerships (BHP), Bundled Contracts, Capitation for MCPs, Capitation for PACS Providers, Care and Support Planning, Carers Identified Supported and Involved, CHANGE, Clic Sargent, Clinks, Coalition for Collaborative Care (C4CC), Collaborations for Leadership in Applied Health Research and Care (CLAHRCs), Community and Voluntary Sector, Community Service Volunteers, Comprehensive Longitudinal Assessment of Salford Integrated Care, Design Principle 1: Joint National and Local Leadership, Design Principle 2: Simple Replicable Frameworks, Design Principle 3: Support For Radical Innovation, Design Principle 4: Working and Learning at Pace (For Change), Design Principles: Vanguard Approach to Change, Directory of National Support Services for Vanguards, Directory of Support for Vanguards, Disability Rights UK, Dr Mahiben Maruthappu: Chairman of the UK Medical Students’ Association (UKMSA), Dr Mahiben Maruthappu: NHS England's NHS Innovation Accelerator (NIA), Dudley Multispecialty Community Provider, East Midlands Radiology Consortium: EMRAD (Radiology), Enabler Metrics, Equality Delivery System (EDS2), Equality Delivery System for NHS, FaithAction, Family Lives, Federations, Fit For Work Team (East Midlands), Five Workforce Characteristics (5WFCs), Five Year Forward View (NHS England), Five Year Forward View Partners: NHS and Social Care, Five Year Forward View People and Communities Board, Forward View Into Action, Forward View Into Action: Directory of Support, Forward View Into Action: Empowering Patients and Communities, Forward View Into Action: New Care Models, Forward View Into Action: Support For Vanguards, Foundation Healthcare Group, Framework 15, Framework 15: Health Education England's Strategic Framework (2014 - 2029), Franchises, Geographically Disperse Multi-Service Chains, Governance Accountability and Provider Regulation, Greater Nottingham System Resilience Group, Health and Care Strategic Partner Programme, Health and Care Strategic Partnership Programme, Health Services Research Network (HSRN), Health Volunteering, Health Work and Wellbeing Group, Hospice UK, Hospital Chains, Hospital Chains and Specialty Chains, Hospital Franchises, Hospitals Collaboration Vanguards, Ian Ellis: New Care Models Programme, Insight and Feedback Unit, Institute for Voluntary Action Research (IVAR), Integrated and Community-Based Care, Integrated Care and Support, Integrated Care for Older People With Complex Needs, Integrated Care Systems, Integrated Commissioning, Integrated Commissioning and Provision, Integrated Commissioning Support, Integrated Organisational Forms, Integrated Physical and Mental Health, Integration of Physical and Mental Health, Integration of Primary Secondary and Community Care, IPC: Integrated Personal Commissioning, Jeremy Taylor, Jeremy Taylor: Chair of Five Year Forward View People and Communities Board, Joint Ventures on Shared Services, Joint Workstreams, Justice Partnership, Marie Curie Cancer Care, MCP Voluntary Contract Advisory Group, Men’s Health Forum (MHF), MERIT: Mental Health Alliance for Excellence Resilience Innovation and Training: West Midlands (Birmingham and Solihull) (Mental Health Accountable Clinical Network), Mid Nottinghamshire Better Together, Model Provider-to-Provider Sub-Contracts, Multihospital Chains, Multihospital Chains: Salford and Wigan Foundation Chain, Multisite Specialty Franchises: Neuro Network (Walton Centre in Liverpool), NACRO, National and Local Metrics, National Association for Voluntary and Community Action (NAVCA), National Care Forum (NCF), National Children’s Bureau (NCB), National Council for Palliative Care (NCPC), National Council for Voluntary Youth Services (NCVYS), National Housing Federation, National Voices, Neuro Network (Walton Centre in Liverpool) (Neurology and Spinal Specialty Franchise), New Care Models, New Care Models Programme, New Care Models Programme: Urgent and Emergency Care (UEC) Vanguards, New Care Models: Support for Acute Care Collaboration (ACC) Vanguards, New Care Models: Support for Urgent and Emergency Care (UEC) Vanguards, New Care Models: Vanguard Sites, New Models of Acute Care Collaboration: Vanguard Sites, New Models of Care, New Models of Care Vanguards, New Models of Service, New Operating Models, New Payment Models, New Ways of Working, NHS Citizen, NHS Efficiency Challenge, NHS Efficiency Savings, NHS England's Five Year Forward View (2014), NHS England's Insight and Feedback Unit, NHS England's Patient Experience Team, NHS England: Building Health Partnerships, NHS England’s New Models of Care Programme, NHS England’s Right Care Programme, NHS Equality and Health Inequalities Unit (EHIU), NHS Five Year Forward View (5YFV), NHS Forward View, NHS Foundation Groups, NHS Franchising, NHSCH: NHS Continuing Healthcare, NIHR Collaborations for Leadership in Applied Health Research and Care (CLAHRCs), North East Urgent Care Network, Pathways CIC (North West), Patient Activation Measure (PAM), Patient and Community Empowerment, Payments and Incentives for ACCs, PCB: People and Communities Board, Pollyanna Jones: Associate Director of Collaboration for New Care Models, Procurement, Procurement Patient Choice and Competition Regulations, Quality and Outcomes Framework; the Patient Activation Measure (PAM), Race Equality Foundation (REF), Radical Innovation, Redesigning Care Pathways, Redesigning Local Healthcare Systems, Redesigning Services, Regional Centres of Excellence, Regional Voices, Salford and Wigan Foundation Chain, Samantha Jones: Director of New Models of Care at NHS England, Shaping our Lives National User Network, Shared Services, Sharing Clinicians Across Sites, Sharing of Learning, Sheffield Occupational Health Advisory Service (South Yorkshire), Simple Replicable Frameworks, Social Enterprise UK, South Somerset Symphony Programme, Specialty Franchises, Streetgames, Sue Ryder, Support From Voluntary Sector Strategic Partners, Susan Acott: Chief Executive of Dartford and Gravesham NHS Trust, Susan Acott: Vanguard Lead for Foundation Healthcare Group (Dartford and Gravesham), Sustainable Health and Care Services, System-Wide Integration, Transformation Funding, Transformational Demonstrator Sites, Transforming Urgent and Emergency Care Services, Unplanned Hospital Admissions, Unscheduled Admissions, Unscheduled Care Pathways, Urgent and Emergency Care, Urgent and Emergency Care (UEC), Urgent and Emergency Care Commissioning, Urgent and Emergency Care Network Vanguards, Urgent and Emergency Care Networks, Urgent and Emergency Care Pathways, Urgent and Emergency Care Review, Urgent and Emergency Care Services, Urgent and Emergency Care Services in England, Urgent and Emergency Care Transformation, Urgent and Emergency Care Vanguard Sites, Urgent and Emergency Care Vanguards, Urgent and Emergency Care Vanguards: Barking and Dagenham Havering and Redbridge System Resilience Group, Urgent and Emergency Care Vanguards: Cambridgeshire and Peterborough Clinical Commissioning Group, Urgent and Emergency Care Vanguards: Greater Nottingham System Resilience Group, Urgent and Emergency Care Vanguards: Leicester Leicestershire and Rutland System Resilience Group, Urgent and Emergency Care Vanguards: North East Urgent Care Network, Urgent and Emergency Care Vanguards: Solihull Together for Better Lives, Urgent and Emergency Care Vanguards: South Devon and Torbay System Resilience Group, Urgent and Emergency Care Vanguards: South Nottingham System Resilience Group, Urgent and Emergency Care Vanguards: West Yorkshire Urgent Emergency Care Network, Vanguard Sites, Voluntary Organisations Disability Group (VODG), Voluntary Sector, Voluntary Sector and Ageing, Voluntary Sector Organisations, Voluntary Sector Strategic Partner Programme (SPP), Voluntary Sector Strategic Partnerships, Voluntary Voices, Volunteering, Volunteering and Social Action, Volunteering Matters, Volunteering Matters (Formerly CSV), Win-Win Alliance, Young People’s Health Partnership, Youth Access
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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
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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, General Medicine: Hospitals Savings Targets, General Surgery: Hospitals Savings Targets, Health Secretary Jeremy Hunt, 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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Acute Care Collaboration Vanguards: Thirteen New Hospitals Collaboration Vanguards (NHS England / NHS Improvement)
Summary The search for new models of care, as proposed in the NHS Five Year Forward View, has previously entailed four types of vanguards: Integrated Primary and Acute Care Systems (PACS): which involve local integration of GP, hospital, community and … Continue reading →
Posted in Acute Hospitals, Commissioning, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, Local Interest, Mental Health, National, NHS, NHS England, Quick Insights, UK, Universal Interest
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Tagged 5YFV: NHS Five Year Forward View, Accountable Clinical Networks, Accountable Clinical Networks for Cancer, Accountable Clinical Networks: Cheshire and Merseyside Women’s and Children Services, Accountable Clinical Networks: Developing ‘One NHS’ in Dorset, Accountable Clinical Networks: East Midlands Radiology Consortium (EMRAD), Accountable Clinical Networks: MERIT - Mental Health Alliance for Excellence Resilience Innovation and Training (West Midlands), Accountable Clinical Networks: Royal Marsden Manchester Cancer and UCLH, Accountable Clinical Networks: Working Together Partnership, Acute Care, Acute Care Collaboration (ACC) Vanguard Trust Buddying Schemes, Acute Care Collaboration (ACC) Vanguards, Acute Care Collaboration Vanguards, Acute Care Services, Acute Hospital Care, Acute Hospitals, Aintree University Hospital NHS Foundation Trust, Birmingham and Solihull, Birmingham and Solihull Mental Health NHS Foundation Trust, Black Country Partnership NHS Foundation Trust, Buddying, Buddying Schemes, Cancer Vanguards, Cheshire and Merseyside Women’s and Children Services (Maternity and Paediatrics Accountable Clinical Network), Christie NHS Foundation Trust, Clinical Networks, Collaboration, Collaborative Quality Improvement, Common Model for NHS Franchising, Coventry and Warwickshire Partnership NHS Trust, Dalton Review (2014), Dalton Review: New Options for Providers of NHS Care, Dartford and Gravesham NHS Trust (DGT), Delivery of Specialist Back-Office and Diagnostic Services Across Providers, Developing ‘One NHS’ in Dorset (Multispecialty), District General Hospitals, Dorset Clinical Services Review, Dorset County Hospital NHS Foundation Trust, Dudley and Walsall Mental Health Partnership NHS Trust, East Midlands, East Midlands Radiology Consortium: EMRAD (Radiology), Efficiency Savings, Exemplar Orthopaedic Services, Federations, Five Year Forward View (NHS England), Forward View Into Action, Forward View Into Action: New Care Models, Foundation Healthcare Group (Dartford and Gravesham), Franchises, Geographically Disperse Multi-Service Chains, Guy’s and St Thomas’ NHS Foundation Trust (GSTT), High-Performing Foundation Trusts, High-Performing Foundation Trusts (Buddying / Mentorship), High-Performing Foundation Trusts (Buddying / Mentorship): Guy’s and St Thomas’ NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Northumbria Healthcare NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Royal Free London NHS Foundation Trust, High-Performing Foundation Trusts (Buddying / Mentorship): Salford Royal NHS Foundation Trust, Hospital Chains, Hospital Chains and Specialty Chains, Hospital Franchises, Hospitals Collaboration Vanguards, Independent Cancer Taskforce, Integrated Care and Support, Integrated Care for Older People With Complex Needs, Integrated Care Systems, Integrated Commissioning, Integrated Commissioning Support, Jim Mackey: Chief Executive of NHS Improvement, 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How to Save the NHS Billions… Without Rocket Science (BBC News / Department of Health)
Summary The Lord Carter Review, which looks into better procurement, better hiring and management of staff and better use of medicines, implies that the NHS might save around £5 billion per year. It is suggested that much waste of NHS … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Community Care, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, National, NHS, NHS England, Practical Advice, Quick Insights, Standards, UK, Universal Interest
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Tagged Absolute Savings Opportunities for Trusts, Adjusted Treatment Index, Adjusted Treatment Index (ATI), Agency Overheads, Agency Staff, Ann Farrar: Chief Executive North Cumbria University Hospitals NHS Trust, ATI Metric of Productivity, ATI: Measure of Hospital Efficiency, Atlas of Variations in Procurement, Awareness, Bank And Agency Staff, BBC Health News, Behaviour Change Opportunities, Behaviour Change: Individual Approaches, Better Procurement, Bolton NHS Foundation Trust, Buckinghamshire Healthcare NHS Trust, Buying Power of NHS, Cambridge University Hospitals NHS Foundation Trust, Carter Review of Operational Productivity in NHS Providers, Central Manchester University Hospitals NHS Foundation Trust, Centralised Procurement (Economies of Scale), Clinician Productivity, Collective Purchasing, Cost Savings, Countess of Chester Hospital NHS Foundation Trust, Creative Use of NHS Estate, East Sussex Healthcare NHS Trust, Economies of Scale, Efficiency Savings, Estate Efficiencies, Estates, Estates Management, Finance and Procurement, Four Principles of Medicines Optimisation, Gershon Review (2004-05), GS1 and PEPPOL Standards, Health Secretary Jeremy Hunt, High-Value Medical Devices, Hinchingbrooke Healthcare NHS Trust, Hospital Pharmacy and Medicines Optimisation, Hospital Productivity, Imperial College Healthcare NHS Trust, Investment and Procurement, Ipswich Hospital NHS Trust, Leeds Teaching Hospitals NHS Trust, Level 0 Output Indicator: Total Cost-Weighted Output, Level 1 Productivity Indicator: Total Operational Expenditure, Level 2 Productivity Indicators: Operational Expenditure Breakdown, Local Government Association Annual Conference (2015), Local Health and Care Economies, Local Health Economies, Lord Carter of Coles, Lord Carter Review, Lord Carter: Chair of NHS Procurement and Efficiency Board, Management of Annual Leave and Sickness Absence, Management of Staff Rotas and Shifts, Medicines Optimisation, Medicines Procurement, Medicines Waste Awareness, Mid Essex Hospital Services NHS Trust, Mid Yorkshire Hospitals NHS Trust, Model Hospital: Template for Standardisation, Model NHS Hospital, Modular Hospital, National Buying Power of NHS, National Electronic Catalogue of Products, National Joint Registry Pilot, National Productivity Collaboratives, New Social Contract, 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 Provider Expenditure 2014-15, NHS Reference Costs, NHS’s Collective Bargaining Power, NHS’s Collective Buying Power, Nicholson Challenge, Nigel Edwards: Nuffield Trust, North Cumbria University Hospitals NHS Trust, Northumbria Healthcare NHS Foundation Trust, Nudge, Openness and Transparency, Operational Productivity in NHS Providers, Opportunities for Standardisation, Plymouth Hospitals NHS Trust, Portsmouth Hospitals NHS Trust, Prescription Medication: Funded by UK Taxpayer Reminders, Price Range Variations, Procurement Performance Metrics, Procurement Review, Productivity, Productivity in NHS Hospitals, Reducing Number of Product Lines (NHS Consumables), Reducing Waste in the NHS, Royal Free London NHS Foundation Trust, Rt Hon Jeremy Hunt MP: Secretary of State for Health, Salford Royal NHS Foundation Trust, Salisbury NHS Foundation Trust, Sir David Nicholson, Sir Ian Carruthers: Chair of Portsmouth Hospital NHS Trust, Sir Peter Gershon, Standardisation, Sunshine Act (US), Tony Chambers: Chief Executive of the Countess of Chester NHS Foundation Trust, University College London Hospitals NHS Foundation Trust, University Hospitals Birmingham NHS Foundation Trust, University Hospitals of Morecambe Bay NHS Foundation Trust, Variations in Procurement, Variations in Spending, Waste of Prescription Medicines, Wasted Resources
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