Tag Archives: Potential NHS Provider Productivity improvements

Financial Sustainability in the NHS: Holding Up a Mirror? Reflection (BBC News / NHS Improvement / NHS England / BMJ / OECD)

Posted on August 6, 2017 by Dementia and Elderly Care News

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) | 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) | Leave a comment

Innovation for Efficiency, Productivity and Affordability in Healthcare (ILC-UK / EY)

Posted on June 11, 2017 by Dementia and Elderly Care News

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 | 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 | Leave a comment

NHS Payment Reform (Nuffield Trust)

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

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

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

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