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Tag Archives: Standardisation
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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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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Dalton Review Concerning Options for Providers of NHS Care (Department of Health / King’s Fund / KPMG / NHS Improvement)
Summary Sir David Dalton’s independent review of possible new options for providers of NHS care remains open for comments until the August 31st 2014. Full Text Link Reference Dalton Review 2014: new options for providers of NHS care. London [Online]: … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, Department of Health, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, King's Fund, National, NHS, NHS Improvement, Person-Centred Care, Quick Insights, Standards, UK, Universal Interest
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Tagged Acute Trusts, Addressing the Challenges of Increased Scale: Hospital Mergers (NHS Improvement), Aldwych Partners, Aligning Roles and Pay Grades: Hospital Mergers (NHS Improvement), ARK Schools, Balancing Merger Implementation and Maintaining Core Activities: Hospital Mergers (NHS Improvement), Barriers to Integration, Benefits of Integrated Care, Buddying, Building External Stakeholder Support: Hospital Mergers (NHS Improvement), Care in General Hospitals, Care Integration, Care Providers, Cass Business School, Central Manchester University Hospitals NHS Foundation Trust, Changes in Senior Management and Delays to Merger Process: Hospital Mergers (NHS Improvement), Circle, Clear and Compelling Narrative About Merger Benefits For Patients: Hospital Mergers (NHS Improvement), Clinical Savings Through Hospital Mergers (NHS Improvement), Codification, Collaboration, Community Hospitals, Community-Based / Community-Embedded District General Hospitals, Corporate Leadership and Management, Corporate Overhead Savings Through Hospital Mergers (NHS Improvement), Creating and Embedding a Common Culture: Hospital Mergers (NHS Improvement), Culture, Dalton Review (2014), Dalton Review Expert Advisory Panel, Dalton Review: New Options for Providers of NHS Care, Delivering Financial Savings through Hospital Mergers (NHS Improvement), Developing a Compelling Narrative to Acquire Another Organisation: Hospital Mergers (NHS Improvement), District General Hospitals, Easier Recruitment and Better Retention of Staff: Hospital Mergers (NHS Improvement), East of England Ambulance Service NHS Trust, Effective Management Across Multiple Sites: Hospital Mergers (NHS Improvement), Embedding a Common Culture in Merged Organisation(s): Hospital Mergers (NHS Improvement), Engaging with Stakeholders: Hospital Mergers (NHS Improvement), Features of High-Performing Health Systems, Federations, Financial Sustainability in the NHS, Foundation Trust Mergers, Foundation Trust Network (FTN), Foundation Trusts, Future Organisational Models for NHS, Future Sustainability of NHS Trust, General Hospitals, Geographically Disperse Multi-Service Chains, Health and Social Care Providers, Healthcare Providers, Helios, Hospital Chains, Hospital Collaboration and Take-Overs in the NHS, Hospital Franchises, Hospital Mergers, Hospital Mergers (NHS Improvement): Benefits From Mergers, Hospital Mergers (NHS Improvement): Experiences of Healthcare Providers in Delivering Merger Objectives, Hospital Mergers (NHS Improvement): Factors Influencing Success of NHS Mergers, Hospital Mergers (NHS Improvement): Improvements NHS Providers Have Achieved Through Mergers, Hospital Mergers (NHS Improvement): Lessons and Recommendations, Hospital Mergers (NHS Improvement): Lessons From Recent NHS Mergers, Hospital Mergers (NHS Improvement): Literature Review, Hospital Mergers (NHS Improvement): Making Mergers Work, Hospital Mergers (NHS Improvement): Service Improvements and Savings Achieved by NHS Trusts and Foundation Trusts, Hospital Mergers: From Strategic Rationale to Cultural Integration, Hospital Partnerships, Hospital-Led Integrated Care, Improving Clinical Service Delivery Through Hospital Mergers (NHS Improvement), Integrated Care and Support, Integrated Commissioning, Integration, Integration of Health and Social Care, Integration of Health and Social Care for Older People, International Comparisons, Joint Ventures, KPMG LLP, Learning and Clinical Networks, Levels of Organisational Change, Locality Based Single or Multi-Site Trusts, M&A, Maintaining Momentum of Implementation While Protecting Core Activities: Hospital Mergers (NHS Improvement), Management Contracts, Mergers and Acquisitions, Mergers and Acquisitions (M&A) Between Acute and Foundation Trusts, Mergers in the NHS, Mid Staffordshire NHS Foundation Trust, Monitor, Netherlands, NHS Mergers, NHS Reform, NHS Reform in England, NHS Trust Development Authority, NHS Trust Development Authority (TDA), NHS Trust Mergers, NHS Trusts, Norwich Clinical Commissioning Group, Operational Franchises, Partnerships and Joint Ventures, Perspectives for Dalton Review, Preparing and Planning Improvements Through Mergers: Hospital Mergers (NHS Improvement), Providers, Realising Savings by Centralising the Procurement Function: Hospital Mergers (NHS Improvement), Realising Savings in Clinical Support Services: Hospital Mergers (NHS Improvement), Reorganising Services Across Sites to Improve Patient Outcomes: Hospital Mergers (NHS Improvement), Salford Royal Hospitals NHS Foundation Trust, Salisbury NHS Foundation Trust, Service Providers, Setting Realistic Timeframes for Delivering Change: Hospital Mergers (NHS Improvement), Sir David Dalton: Chief Executive of Salford Royal NHS Foundation Trust, South Essex Partnership University NHS Foundation Trust, South Essex Partnership University NHS Foundation Trust (SEPT), Standardisation, Standardising Clinical Processes to Improve Patient Outcomes: Hospital Mergers (NHS Improvement), Sustainability, Sustainable Health and Care Services, Tenet Healthcare Corporation, Trafford Healthcare NHS Trust, University Hospital of North Staffordshire, University Hospitals Birmingham NHS Foundation Trust, University Hospitals of North Midlands, University Hospitals of North Midlands (Previously University Hospital of North Staffordshire), Values, West Midlands Ambulance Service NHS Foundation Trust, Workforce Improvements Through Hospital Mergers (NHS Improvement)
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