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Tag Archives: Opportunities for Standardisation
NHS Operational Productivity: GIRFT Meets Mental Health and Community Health Services (Lord Carter / DHSC)
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 →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, Department of Health and Social Care (DHSC), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, National, NHS, NHS England, NHS Improvement, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged 2gether NHS Foundation Trust, 5 Boroughs Partnership NHS Foundation Trust, Acute and Urgent Mental Healthcare Pathway, Average Length of Stay (Hospitals), Avoidable Admissions, Avoidable Hospital Admissions, Barnet Enfield and Haringey Mental Health NHS Trust, Birmingham Community Healthcare NHS Trust, Care Hours Per Patient Day (CHPPD), Carter Review of Operational Productivity in NHS Community Health Services, Carter Review of Operational Productivity in NHS Mental Health Services, Central and North West London NHS Foundation Trust, Central London Community Healthcare NHS Trust, Child and Adolescent Mental Health Services (CAMHS) Acute Care Pathway, CHPPD and Cost Per Care Hour, Clinical Engagement, Clinical Leadership, Clinical Quality Improvement, Clinically-Led Quality and Efficiency Project (GIRFT), Co-Morbidities and Dementia, Co-Morbidities In Older Patients, Co-Morbidities of Old Age, Community Hospitals, Community Mental Health Teams (CMHTs), Community Nursing, Continuous Improvement, Continuous Learning, Continuous Learning Culture, Cooperation, Corporate Services, Cost of Inpatient Care and Care Hours Per Patient Day, Cost Savings, Cost-Improvement Programmes (CIPs), Dashboards, Delayed Discharges, Delayed Transfers of Care, Derbyshire Community Health Services NHS Foundation Trust, Digital Technology, Digital Technology and Innovation, Duplication of Effort / Expense, e-Rostering, East London NHS Foundation Trust, Economies of Scale, Efficiency Opportunities, Efficiency Savings, Engagement Champions, Estates and Facilities Management, Example Patient Journeys, Facilities Management, Finance and Procurement, FP10 Prescriptions, Future Operating Model for Procurement and Supply Chain in NHS, Getting it Right First Time, GIRFT Approach, GIRFT Approach Applied to Community Health Services, GIRFT Approach Applied to Mental Health Services, Healthcare Continuum, Healthcare Quality Improvement, Healthy Workforce Framework, Hertfordshire Community NHS Trust, Hertfordshire Partnership University NHS Foundation Trust, Homecare and Community Pharmacy Dispensed FP10 Prescriptions, Improving People Policies and Practices, Integrated Performance Framework, Kent Community Health NHS Trust, Lancashire Care NHS Foundation Trust, Learning Culture, Learning for Improvement, Leeds Community Healthcare NHS Trust, Leicestershire Partnership NHS Trust, Length of Stay (LoS), Lifetime Healthcare Costs, Lincolnshire Partnership NHS Foundation Trust, Local Health and Care Economies, Local Health Economies, Lord Carter of Coles, Lord Carter Review, Lord Carter: Chair of NHS Procurement and Efficiency Board, Lower Leg Wounds (Ineffective Treatments / Delays), Management of Co-Morbidities, Meaningful Use of Standards and Incentives, Medicines Optimisation, Metrics, Metrics and Information, Model Hospital: Template for Standardisation, NHS Acute Hospitals, NHS England’s Five Year Forward View, NHS Estates, NHS Finance, NHS Finances, NHS Financial Leadership, NHS Operational Productivity, NHS Procurement, NHS Procurement and Efficiency Board, NHS Procurement Transformation Programme (PTP), NHS Productivity, NHS Sustainability, Norfolk Community Health and Care NHS Trust, Northumberland Tyne and Wear NHS Foundation Trust, Nottinghamshire Healthcare NHS Foundation Trust, Nursing Cost Per Bed, Openness and Transparency, Operational Productivity and Performance (Carter Report), Operational Productivity in NHS Providers, Opportunities for Standardisation, Optimising Clinical Resources, Optimising Non-Clinical Resources, Oxford Health NHS Foundation Trust, Patient Safety, Procurement Performance Metrics, Procurement Review, Procurement Transformation Programme, Productivity, Quality and Efficiency Opportunities, Quality Efficiency and Performance (Often Go Together), Quality Improvement, Reducing Delayed Transfers of Care, Reducing Hospital Length of Stay, Reducing Variations in Clinical Costs, Reducing Waste in the NHS, Rehabilitation and Complex Needs Pathway, Restricted Patients, Restricted Patients: Offenders Diagnosed with Mental Health Disorders, South West London and St George’s Mental Health NHS Trust, South West London and St. George’s NHS Mental Health Trust, Sussex Partnership NHS Foundation Trust, Sustainability, Tackling Variation, Torbay and South Devon NHS Foundation Trust, Unwarranted Variations, Variations in Procurement, Variations in Spending, Wasted Resources, Well-Led (CQC Inspection Question), Well-Led Framework for Governance Reviews, Well-Led Indicators (CQC), Wirral Community NHS Trust, Wound Care
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Non-Pharmacological Community-Based Interventions for Persons With Dementia: Deciding What Works and What Does Not (Trials)
Summary Work is underway in developing a standardised Core Outcome Set (COS) for use in the evaluation of non-pharmacological health and social care interventions for people living with dementia at home. “ …this study will move closer to providing researchers … Continue reading →
Posted in Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, Management of Condition, Models of Dementia Care, Non-Pharmacological Treatments, Person-Centred Care, Personalisation, Quick Insights, Standards, UK, Universal Interest
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Tagged Community-Based Arts and Health interventions, Community-Based Care, Community-Based Interventions for Persons With Dementia, Community-Based Support, Consensus-Based Standards for the Selection of Health Measurement (COSMIN), Core Outcome Measures in Effectiveness Trials, Core Outcome Measures in Effectiveness Trials (COMET), Cost-Effectiveness, Cost-Effectiveness in Health Care, Effectiveness and Cost-Effectiveness of Dementia Care, Efficacy of Dementia Care Interventions, Efficacy of Non-Pharmacological Community-Based Interventions for Persons With Dementia, Efficiency and Effectiveness, Greater Manchester Mental Health NHS Foundation Trust, Increasing Comparability Across Dementia Studies, Integrated and Community-Based Care, Lancaster University, Linköping University, Manchester Metropolitan University, Non-Pharmacological Community-Based Interventions for Persons With Dementia, Opportunities for Standardisation, Participation in Research, Participation in Research Studies, Public Participation in Research, Reducing Reporting Bias, Reducing Waste in Dementia Care, Reducing Waste in the NHS, Standardisation, Sweden, Trials, Unconscious Bias, University of Liverpool, University of Manchester
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Development of Standardised Intervention Outcome Measures for Dementia Prevention (PLoS One / HTA)
Summary The following articles present work towards establishing a consensus on the most suitable outcomes to be measured when assessing “disease modification” (or the lack of it) in response to interventions intended to delay or prevent the progress of dementia. … Continue reading →
Posted in Alzheimer's Society, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), Integrated Care, Mental Health, Models of Dementia Care, Quick Insights, Standards, Systematic Reviews, UK
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Tagged Activities of Daily Living (ADLs), Alzheimer's Disease Assessment Scale Cognitive Subscale (ADAS-Cog), Alzheimer's Society, Alzheimer’s Disease Clinical Trials, and Health Psychology: University College London, Assessment of Quality of Life, Aston Research Centre for Healthy Ageing: Aston University, Aston University, Bangor University, Biological Markers, Biomarkers, Brighton and Sussex Medical School, Cambridge Institute of Public Health: University of Cambridge, Camden and Islington NHS Foundation Trust, Cardiff University, Centre for Dementia Studies: Brighton and Sussex Medical School, Centre for Public Health: Queen's University Belfast, Centre for Research in Primary and Community Care: University of Hertfordshire, Clinical Dementia Rating (CDR), Clinical Dementia Rating Scale, Core Outcome Measures in Effectiveness Trials, Dementia Quality of Life (DEMQOL), Dementia Quality of Life Measure, Dementia Services Development Centre Wales: Bangor University, Department of Psychiatry and Psychotherapy: Ludwig-Maximilians-Universität München, Department of Psychiatry and Psychotherapy: Technische Universität München, Department of Psychiatry: University of Cambridge, Disability Assessment for Dementia-DAD, Disease Modification, Disease Modification Trials, Disease-Modifying Trials in Mild-to-Moderate Dementia, Division of Psychiatry: University College London, Division of Psychology and Language Sciences: University College London, Drug Trials Failure Rate, Faculty of Health and Social Care: University of Hull, Faculty of Medicine: Imperial College London, Germany, Health Technology Assessment (HTA) Programme, Health Technology Assessment Study, Health Technology Assessments, Imperial College London, Institute of Brain Behaviour and Mental Health: University of Manchester, Institute of Health and Society: Newcastle University, Institute of Mental Health: University of Nottingham, International Consortium for Health Outcomes Measurement, Kings College London, Leeds Beckett University, Ludwig-Maximilians-Universität München, Magnetic Resonance Imaging (MRI), Measurement of Successes and Failures of Dementia Treatments, Measuring the Impact of Interventions to Reduce Alzheimer’s Disease, Mini Mental State Examination (MMSE), National Institute for Health Research (NIHR), National Institute for Health Research: Health Technology Assessment Programme, Neuropsychiatric Inventory (NPI), Neuropsychiatric Inventory (NPI) Agitation / Aggression Scale, Neuropsychiatric Inventory Agitation / Aggression Domain (NPI), Neuropsychiatric Symptoms, Neuropsychiatric Symptoms in People With Dementia, Neuroscience Research Centre - St. George's: University of London, Newcastle University, NIHR Health Technology Assessment (HTA) Programme, NIHR HTA: Health Technology Assessment Programme, North Thames CLAHRC, Norwich Medical School: University of East Anglia, Nuffield Department of Population Health: University of Oxford, Opportunities for Standardisation, Outcome Measures for Disease-Modifying Trials in Mild-to-Moderate Dementia, Outcome Validation, Oxford Health NHS Foundation Trust, Patient and Public Involvement (PPI), PenCLAHRC: University of Exeter Medical School, Personal Social Services Research Unit: University of Manchester, Potential Treatment for Alzheimer’s Disease, Queen's University Belfast, Research Department of Clinical Educational, Research Institute for the Care of Older People (RICE): University of Bath, ScHARR: University of Sheffield, School of Clinical Sciences: University of Bristol, School of Health and Community Studies: Leeds Beckett University, School of Healthcare Sciences: Cardiff University, School of Medicine: University of Southampton, School of Psychology: University of Exeter, School of Public Health: Imperial College London, sMRI (Structural Magnetic Resonance Imaging), Standardisation, Systematic Reviews and Meta-Analyses, Technische Universität München, United Kingdom, University College London, University of Bath, University of Bristol, University of Cambridge, University of East Anglia, University of Exeter, University of Exeter Medical School, University of Hertfordshire, University of Hull, University of London, University of Manchester, University of Nottingham, University of Oxford, University of Sheffield, University of Southampton, University of Warwick, Warwick Clinical Trials Research Unit: University of Warwick, Wolfson Centre for Age-Related Diseases: King’s College London
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Lord Carter’s Report on NHS Efficiency Savings (BBC News / Department of Health / NHS Improvement)
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
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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), Crown Use Licence, 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, Labour Party Conference (2019), 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, State Nationalisation of Generic Medicines (Proposal): Labour Party Conference (2019), 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)
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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, Former Health Secretary Jeremy Hunt, General Medicine: Hospitals Savings Targets, General Surgery: Hospitals Savings Targets, Healthcare Quality Improvement, High Cost Drugs: Hospitals Savings Targets, Hospital Pharmacy and Medicines Optimisation, Hospital Productivity, Hospitals Savings Targets, Intensive and Critical Care: Hospitals Savings Targets, Learning Culture, Learning for Improvement, Local Health and Care Economies, Local Health Economies, Lord Carter of Coles, Lord Carter Review, Lord Carter: Chair of NHS Procurement and Efficiency Board, Model Hospital: Template for Standardisation, NHS Efficiency Challenge, NHS eProcurement Strategy, NHS Estates, NHS Estates Efficiency Fund, NHS Finance, NHS Finances, NHS Financial Leadership, NHS Hospital Nurse Roster Analysis, NHS Procurement, NHS Procurement and Efficiency Board, NHS Productivity, NHS Reference Costs, NHS Trust Financial Deficits, NHS: Safest and Most Efficient Healthcare System in World (Ambition), NHS: Safest Healthcare System in the World (Ambition), Obstetrics and Gynaecology: Hospitals Savings Targets, Openness and Transparency, Operational Productivity in NHS Providers, Opportunities for Standardisation, Paediatrics: Hospitals Savings Targets, Pathology: Hospitals Savings Targets, Patient Safety, Professor Tim Briggs: National Director for Clinical Quality and Efficiency, Quality Improvement, Reducing Variations in Clinical Costs, Reducing Variations in Device and Procedure Selection, Reducing Variations in Infection Rates, Reducing Variations in Litigation Payments, Reducing Variations in Readmission Rates, Reducing Waste in the NHS, Trauma and Orthopaedics: Hospitals Savings Targets, Variations in Procurement, Variations in Spending, Waste of Prescription Medicines, Wasted Resources
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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, Former Health Secretary Jeremy Hunt, Four Principles of Medicines Optimisation, Gershon Review (2004-05), GS1 and PEPPOL Standards, 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: Former 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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Knowledge for Healthcare: HEE’s Development Framework for Library and Knowledge Services (Health Education England)
Summary Health Education England (HEE) is responsible for planning investment in healthcare Library and Knowledge Services (LKS) on behalf of the NHS in England. These services support education, lifelong learning, research and evidence based practice. HEE has released plans to … Continue reading →
Posted in Commissioning, For Researchers (mostly), Health Education England (HEE), Integrated Care, National, NHS, Quick Insights, Standards, UK, Universal Interest
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Tagged A Million Decisions (CILIP/HEE Campaign), After Action Reviews, Alerting Services, ALIA: Health Libraries Australia, Alignment With NHS Priorities, Areas of Competence for Health Librarians, Australian Library, Awareness and Use of Services and Resources, Back-Office Functions, Best Practice, Bright Ideas (Innovation), Brighton and Mid Sussex, Centralised Procurement (Economies of Scale), Chartered Institute of Library and Information Professionals, CILIP/HEE “A Million Decisions” Campaign, CILIP’s Professional Knowledge and Skills Base (PKSB), Coastal West Sussex Clinical Commissioning Group, Collaboration, Collaboration: Do Once and Share, Collaboration: Working Across Boundaries, Collective Purchasing, Contribution of Local Information to National Electronic Resources, Core Services (Products Tools and Expertise), Cornwall Health Library Service, Cross-Sector LKS Collaboration, Current Awareness Services, Customer-Focused Services and Delivery Models, David Stewart: Workforce Planning and Development Group: Knowledge for Healthcare Programme, Dementia Research, Development Framework for Library and Knowledge Services (LKS), Digital and Mobile by Default, Digital by Default, Distributed Authorship, Document Supply Schemes, Doncaster and Bassetlaw Hospitals NHS Foundation Trust, Doncaster Public Libraries and Information Service, Dr. Steevens' Hospital (Dublin), Drivers of LKS Service Transformation, e-Learning for Health (e-LfH), e-Learning for Health (e-LfH) Hub (HEE), e-Resources, Effective Leadership, Embedding Best Evidence Into Practice, Embedding Knowledge Professionals in Teams, Emerging Technology, Equity, Equity of Access and Opportunity, Evidence into Practice, Federation: Pooling Budgets Staff and Resources Across Boundaries, Finch e-Journals Pilots, Finch Report: Accessibility Sustainability Excellence, Finch Report: Report of the Working Group on Expanding Access to Published Research Findings, Flexible New Models of Service, Framework 15, Free Online Access to Peer-Reviewed Research, Health Education England Library and Knowledge Services Impact Toolkit (2014), Health Education England's Library and Knowledge Services NHS Library Quality Assurance Framework (LQAF) England (2014), Health Information and Libraries Journal, Health Librarians: Workforce Competencies, Health Libraries Australia, Health Libraries Group, Health Libraries Inc, Healthcare Knowledge Services Leadership, Healthcare Library and Knowledge Services (LKS), HEE Strategic Framework 2014-2029, HEE: Health Education England, HEE’s 15 Year Framework for Health and Care, Horizon Scanning Bulletins, Horizon-Scanning, Impact on Patient Care, Information and Advice, Information and Advice Services, Information and Digital Literacy, Information Association (ALIA), Information Needs of Patients, Information Needs of Staff, Innovation, Investment and Procurement, Investment in Knowledge Services, Ireland, IT Infrastructure, Just-For-Me Services, Just-in-Time Services, KfH Learning Zone, KFH QIG: Knowledge for Healthcare; Quality and Impact Working Group, KFH RDG: Knowledge for Healthcare; Resource Discovery Working Group, KFH STG: Knowledge for Healthcare; Service Transformation Working Group, KFH WPDG: Knowledge for Healthcare; Workforce Planning and Development Working Group, Knowledge Cycle, Knowledge for Healthcare (KFH), Knowledge for Healthcare (KFH) Blog, Knowledge for Healthcare (KfH) Learning Zone, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: Applying for Jobs, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: Apprenticeships, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: CILIP and Vocational Qualifications, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: CILIP Professional Knowledge and Skills Base, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: Interview Skills, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: Job Descriptions and Person Specifications, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: Job Shadowing, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: Mentoring and Coaching, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: Talent Management, Knowledge for Healthcare (KfH) Learning Zone - Career Pathway and Vocational Skills: Volunteering, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Advocacy, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Change Management, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Communication Skills, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Costing and Pricing, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Customer Care, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Ethics, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Innovation Management, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Leadership, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Lean, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Marketing and Promotion, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Mentoring and Coaching, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Network Management, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Project and Programme Management, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Quality and Impact, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Role Re-Design, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Staff Management, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Strategy and Business Planning, Knowledge for Healthcare (KfH) Learning Zone - Generic Skills: Teaching Skills / Action Learning, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Advanced and Basic Searching, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Cataloguing and Classification, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Clinical and Outreach Librarianship, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Critical Appraisal and Statistical Skills, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: E-learning, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Health Literacy, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Information Delivery to the Public and Patients, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Information Literacy, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Knowledge Management, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Legal Issues, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Records Management, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Synthesis, Knowledge for Healthcare (KfH) Learning Zone - Specialist and Technical Skills: Web Design and Content, Knowledge for Healthcare (KfH) Learning Zone: Career Pathway and Vocational Skills, Knowledge for Healthcare (KfH) Learning Zone: Generic Skills, Knowledge for Healthcare (KfH) Learning Zone: Library Catalogues, Knowledge for Healthcare (KfH) Learning Zone: NHS Regional and National Library Catalogues, Knowledge for Healthcare (KfH) Learning Zone: Specialist and Technical Skills, Knowledge for Healthcare (KFH): Quality and Impact Working Group (QIG), Knowledge for Healthcare (KFH): Quality and Impact Working Group (QIG); Metrics Task and Finish Group, Knowledge for Healthcare (KFH): Quality and Impact Working Group (QIG); Value and Impact Task and Finish Group, Knowledge for Healthcare (KFH): Resource Discovery Working Group (RDG), Knowledge for Healthcare (KFH): Resource Discovery Working Group (RDG); Authentication Task and Finish Group, Knowledge for Healthcare (KFH): Resource Discovery Working Group (RDG); Collaborative Procurement Task and Finish Group, Knowledge for Healthcare (KFH): Resource Discovery Working Group (RDG); Discover Service Task and Finish Group, Knowledge for Healthcare (KFH): Resource Discovery Working Group (RDG); Knowledge Hub Task and Finish Group, Knowledge for Healthcare (KFH): Resource Discovery Working Group (RDG); Open Access Task and Finish Group, Knowledge for Healthcare (KFH): Service Transformation Working Group (STG), Knowledge for Healthcare (KFH): Service Transformation Working Group (STG); Core Service Offer Task and Finish Group, Knowledge for Healthcare (KFH): Service Transformation Working Group (STG); Current Awareness Task and Finish Group, Knowledge for Healthcare (KFH): Service Transformation Working Group (STG); Knowledge Management Task and Finish Group, Knowledge for Healthcare (KFH): Service Transformation Working Group (STG); Patients and the Public Task and Finish Group, Knowledge for Healthcare (KFH): Service Transformation Working Group (STG); Streamlining Task and Finish Group, Knowledge for Healthcare (KFH): Service Transformation Working Group (STG); Wider NHS Workforce Task and Finish Group, Knowledge for Healthcare (KFH): Workforce Planning and Development Working Group (WPDG), Knowledge for Healthcare (KFH): Workforce Planning and Development Working Group (WPDG); Defining Core Competencies Task and Finish Group, Knowledge for Healthcare (KFH): Workforce Planning and Development Working Group (WPDG); Learning Zone Task and Finish Group, Knowledge for Healthcare (KFH): Workforce Planning and Development Working Group (WPDG); National Training Programme: Addressing Workforce Development Priorities Task and Finish Group, Knowledge for Healthcare (KFH): Workforce Planning and Development Working Group (WPDG); NHS LKS Workforce Profile Task and Finish Group, Knowledge for Healthcare (KFH): Workstreams, Knowledge for Healthcare Programme: Quality and Impact, Knowledge for Healthcare Programme: Resource Discovery, Knowledge for Healthcare Programme: Service Transformation, Knowledge for Healthcare Programme: Workforce Planning and Development, Knowledge for Healthcare Programme: Workstreams, Knowledge Harvesting, Knowledge Retention and Transfer Toolkit (Trust Leaver’s Policy), Knowledge Sharing, Knowledge Tools, KnowledgeShare, Leadership, Lean Thinking, Librarians in Irish Health System, Library and Information Science (LIS), Library and Knowledge Service Innovation, Library and Knowledge Services (LKS), Library and Knowledge Services Leads, Library and Knowledge Services Partnerships, Library Networks, Library Quality Assurance Framework (LQAF), Library Services Briefing, Literature Searching and Synthesis, LKS: Guiding Principles and Values, Local Education and Training Boards, Local knowledge, Louise Goswami: National Programme Manager for Library and Knowledge Services at Health Education England, Making Implicit Knowledge Explicit, Management and Procurement of e-Resources, Mapping Knowledge Assets, Marketing and Promotion, Mobilising Knowledge, National and Local IT Strategy / Policy, National Core Content Collection, National Impact Toolkit, National Products and Services for Local Delivery, New Models of Service, New Technology, NHS and Social Care Workforce, NHS Funded Library and Knowledge Services in England, NHS Library and Knowledge Services, NHS Library and Knowledge Services Funding, NHS Regional and National Library Catalogues: BASE (Birmingham, NHS Regional and National Library Catalogues: BMA Library, NHS Regional and National Library Catalogues: Bradford and Airedale Hospitals Catalogue, NHS Regional and National Library Catalogues: British Library, NHS Regional and National Library Catalogues: COPAC, NHS Regional and National Library Catalogues: East Lancashire Hospitals Catalogue, NHS Regional and National Library Catalogues: ELMS (East of England) Catalogue, NHS Regional and National Library Catalogues: HLISD (Health Library and Information Services Directory), NHS Regional and National Library Catalogues: Kent, NHS Regional and National Library Catalogues: Leeds Libraries for Health, NHS Regional and National Library Catalogues: London Health Libraries (LHL) Catalogue, NHS Regional and National Library Catalogues: London North West Healthcare Library Catalogue, NHS Regional and National Library Catalogues: North West NHS Libraries Catalogue, NHS Regional and National Library Catalogues: Solihull and the Black Country) NHS Libraries Catalogue, NHS Regional and National Library Catalogues: South London NHS Libraries Catalogue, NHS Regional and National Library Catalogues: South West Information Management System (SWIMS) Catalogue, NHS Regional and National Library Catalogues: Surrey and Sussex (KSS) Catalogue, NHS Regional and National Library Catalogues: Wellcome Library, NHS Staff Bright Ideas, North West England, Open Access Publishing, Opportunities for Standardisation, Organisational Knowledge Management, Organisational Memory, Partnership Working, PKSB for Health, Point-of-Need Information for Clinicians, Policy Briefings, Potential Contribution of LKS to National (NHS) Priorities: Avoidance of Avoidable or Premature Mortality, Potential Contribution of LKS to National (NHS) Priorities: Avoidance of Healthcare Acquired Infections, Potential Contribution of LKS to National (NHS) Priorities: Avoidance of Unnecessary Admissions, Potential Contribution of LKS to National (NHS) Priorities: Avoidance of Unnecessary Interventions, Potential Contribution of LKS to National (NHS) Priorities: Avoidance of Unnecessary Referrals, Potential Contribution of LKS to National (NHS) Priorities: Avoidance of Unnecessary Tests, Potential Contribution of LKS to National (NHS) Priorities: Avoidance of Wasted Resources, Potential Contribution of LKS to National (NHS) Priorities: Avoidance of Wasted Time, Potential Contribution of LKS to National (NHS) Priorities: Improved Advice Given to Patients / Carers, Potential Contribution of LKS to National (NHS) Priorities: Improved Choice of Tests, Potential Contribution of LKS to National (NHS) Priorities: Improved Choice of Treatment, Potential Contribution of LKS to National (NHS) Priorities: Improved Diagnosis, Potential Contribution of LKS to National (NHS) Priorities: Improved Guideline, Potential Contribution of LKS to National (NHS) Priorities: Improved Length of Stay, Potential Contribution of LKS to National (NHS) Priorities: Improved Pathway Development, Potential Contribution of LKS to National (NHS) Priorities: Improved Quality of Experience for Patients / Family, Potential Contributions of LKS to National (NHS) Priorities, Potential Value of LKS for National (NHS) Priorities, Proactive Customer-Focused Knowledge Services, Proactive Customer-Focused LKS Services, Problem-Based Services, Professional Knowledge and Skills Base (PKSB) for Health, Providing Tailored Information Products, Quality Improvement, Reciprocal Document Supply Schemes, Redesign of LKS Roles, Responsive Services, Return on Investment by Health Libraries in Australia, Right Knowledge and Evidence at Right Time in Right Place, Royal College of Nursing, Royal Colleges, Sally Hernando Awards, Service Redesign, Service Redesign for Productivity, SGS Economics, Sharing Knowledge Through Communities of Practice, Sharing Learning, Signposting Patient Information, Signposting Services and Knowledge, Simplified Sign-On to Resources, Skilled LKS Workforce, Social Media, Specialist Skills, Streamlining Library and Knowledge Services, Streamlining Structure Management Systems and Processes, Sue Lacey Bryant: Knowledge for Healthcare Programme at Health Education England, Summaries of Research, Supporting Innovation, Surrey and Sussex Healthcare NHS Trust, Sustainability, Sustainable Funding, Sustainable Local Funding, Systems Librarian Health Service Executive: Dr. Steevens' Hospital (Dublin), Talent Management, Technology Enhanced Learning, University Hospitals Coventry and Warwickshire NHS Trust’s CEBIS (Clinical Evidence-Based Information System), University Hospitals Leicester, West Sussex Knowledge and Libraries, Workforce Development, Worth Every Cent and More (ALIA Health Libraries Australia)
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