Tag Archives: Tackling Variation

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

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

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

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

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, NHS Improvement, 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 Journal of Surgery, 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, Low-Value General Surgical Procedures, 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 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, PricewaterhouseCoopers LLP, 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, pwc, Quality and Sustainability, Reducing Delayed Transfers of Care, Reducing Waste in the NHS, Renal e-clinics in Tower Hamlets, Right First Time, Road to Recovery: Delivering Financial Sustainability in NHS (PwC), 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

Variations in Excess Hospital Mortality Rates (BBC News / NHS Digital)

Posted on March 10, 2017 by Dementia and Elderly Care News

Summary Significantly higher than expected death rates have been recorded at 19 of the 133 NHS Trusts in England, according to the Dr Foster Unit at Imperial College London. “There were 15,396 more deaths than expected at the trusts in … Continue reading →

Do Not Resuscitate (DNR) Communication Failures in Hospital End-of-Life Care (BBC News / RCP)

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

Summary The latest Royal College of Physicians (RCP) audit has estimated that one in five families may not be consulted when hospital staff decide not to revive their relatives and issue “Do Not Resuscitate” (DNR) orders. “Guidelines issued by the … Continue reading →

Posted in Acute Hospitals, BBC News, Charitable Bodies, Commissioning, End of Life Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), In the News, Integrated Care, National, NHS, NHS England, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Royal College of Physicians, Standards, Statistics, UK, Universal Interest | Tagged 24/7 Care, Access to Face-To-Face Specialist Palliative Care, Acute Care, Acute Hospital Care, Acute Hospitals, Advance Care Planning (ACP), Agreed Care Plans, Ambitions for Palliative and End of Life Care: National framework for Local Action 2015-2020 (Ambitions Framework), Ambitions Framework, Auditing, Audits, BBC Health News, Care and Communication, Care and Compassion, Care in General Hospitals, Care of Dying Adults in Last Days of Life, Care Planning, Care Planning and Proxy Decision Making, Care Seven Days a Week, Clinical Audits, Communication, Communication Skills Training For Care in Last Hours or Days of Life, Compassion in Practice, Compassionate Care, Culture of Compassionate Care, Dehydration, Dementia Care in Acute General Hospitals, Difficult Conversations, Dignity and Respect, DNACPR: Do Not Attempt Cardiopulmonary Resuscitation, Do Not Resuscitate (DNR), Do Not Resuscitate (DNR) Communication Failures, Documented Evidence in Last 24 Hours of Life of Holistic Assessment of Patient’s Needs for Individual Plan of Care, Documented Evidence Patient Given Opportunity to Have Concerns Listened To, Documented Evidence That Needs Of Person(S) Important to Patient Were Asked About, Documented Evidence That Patient Would Probably Die (Imminent Death) Had Been Discussed With Nominated Person(S) Important to Patient, Documented Evidence That Patient Would Probably Die in Coming Hours or Days, Dr Adrian Tookman: Clinical Director at Marie Curie, Dr Kevin Stewart: Medical Director of RCP’s Clinical Effectiveness and Evaluation Unit, Education Programmes on End of Life Care, End of Life Care, End of Life Care Audit: Dying in Hospital (RCP 2016), End of Life Care Facilitators, End of Life Care Pathway, End of Life Care Plans, End of Life Care Quality Indicators, End of Life Care Research, End of Life Care Strategy, End-of-Life Care in Acute Hospitals, End-of-Life Care Pathways, End-of-Life Support, General Hospital Care, Geographical Variations, Good Communication, Healthcare Quality Improvement Partnership (HQIP), Holistic Assessments, Hospital End-of-Life Care, Hydration and Nutrition, Improving Care in General Hospital Settings, Lay Member on Trust Board With Responsibility For End of Life Care, Liverpool Care Pathway (LCP), Liverpool Care Pathway for the Dying Patient (LCP), Local Variations, Marie Curie, National Council for Palliative Care (NCPC), NG31: Care of Adults in Last Days of Life, NHS Services Seven Days a Week, Palliative and End of Life Care, Palliative and End-of-Life Care in Hospitals, Palliative Care, Palliative Care in the UK, People Recognised as Likely to Die, Professor Sam Ahmedzai: Chair of RCP End of Life Care Audit Steering Group, Quality Idicators For End of Life Care, Quality of Care, RCP: Royal College of Physicians, Royal College of Physicians (RCP), Royal College of Physicians. End of Life Care Audit – Dying in Hospital (2016), Specialist Palliative Care Services (SPC), Staffing and Training, Symptom Control. Provision of Palliative Care Services 24-7, Tackling Variation, Treatment at End of Life, Trust Seeks Bereaved Relatives’ or Friends’ Views, UK End-of-Life Care, Unwarranted Variations, Variations in Care, Variations in Quality of Care, Withdrawal of Liverpool Care Pathway (LCP) | Leave a comment

Further Room For Improvements in End of Life Care (BBC News / RCP)

Posted on March 31, 2016 by Dementia and Elderly Care News

Summary End of life care in the UK has previously been assessed to be possibly the best in the world, but a Royal College of Physicians audit report identifies local variations in the quality of hospital care for the dying. Full … Continue reading →

Posted in Acute Hospitals, BBC News, Commissioning, End of Life Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Management of Condition, National, NHS, NHS England, Person-Centred Care, Personalisation, Quick Insights, Royal College of Physicians, Standards, Statistics, UK, Universal Interest | Tagged 24/7 Care, Acute Care, Acute Hospital Care, Advance Care Planning (ACP), Agreed Care Plans, Ambitions for Palliative and End of Life Care: National framework for Local Action 2015-2020 (Ambitions Framework), Ambitions Framework, Auditing, Audits, BBC Health News, Care of Dying Adults in Last Days of Life, Clinical Audits, Communication, Compassion in Practice, Compassionate Care, Culture of Compassionate Care, Dehydration, Difficult Conversations, Dignity and Respect, Dr Adrian Tookman: Clinical Director at Marie Curie, Dr Kevin Stewart: Medical Director of RCP’s Clinical Effectiveness and Evaluation Unit, Education Programmes on End of Life Care, End of Life Care, End of Life Care Audit: Dying in Hospital (RCP 2016), End of Life Care Pathway, End of Life Care Plans, End of Life Care Strategy, End-of-Life Care in Acute Hospitals, End-of-Life Care Pathways, End-of-Life Support, Geographical Variations, Healthcare Quality Improvement Partnership (HQIP), Holistic Assessments, Hydration and Nutrition, Local Variations, Marie Curie, National Council for Palliative Care (NCPC), NG31: Care of Adults in Last Days of Life, Palliative and End of Life Care, Palliative and End-of-Life Care in Hospitals, Palliative Care, Palliative Care in the UK, People Recognised as Likely to Die, Professor Sam Ahmedzai: Chair of RCP End of Life Care Audit Steering Group, Quality Idicators For End of Life Care, RCP: Royal College of Physicians, Royal College of Physicians (RCP), Royal College of Physicians. End of Life Care Audit – Dying in Hospital (2016), Staffing and Training, Symptom Control. Provision of Palliative Care Services 24-7, Tackling Variation, UK End-of-Life Care, Unwarranted Variations, variation, Variations in Care, Variations in Quality of Care, Withdrawal of Liverpool Care Pathway (LCP) | Leave a comment

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

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

Summary Proposed efficiency savings could help the NHS save £5 billion per year by 2020, according to the Labour peer Lord Carter’s report. Full Text Link Reference Hospital bed-blocking ‘costs’ NHS England £900m a year. London: BBC Health News, February … Continue reading →

Posted in Acute Hospitals, BBC News, Commissioning, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), In the News, Integrated Care, King's Fund, National, NHS, NHS England, NHS Improvement, Practical Advice, Quick Insights, Standards, Statistics, UK, Universal Interest | Tagged 5YFV: NHS Five Year Forward View, Acute Hospitals, Adjusted Treatment Cost (ATC), Allied Health Professionals, Allied Health Professionals (AHPs), Anatomy of the Model Hospital, Ashford and St. Peters NHS Foundation Trust, Atlas of Variations in NHS Hospitals Practice, Atlas of Variations in Procurement, BBC Health News, Bed Use (Acute Hospitals), Bed-Blockers, Bed-Blocking Patients (Non-Recommended Term), Behaviour Change Opportunities, Care Hours Per Patient Day (CHPPD), Carter Review of Operational Productivity in NHS Providers, Centralised Procurement (Economies of Scale), Clinical Engagement, Clinical Leadership, Clinical Quality Improvement, Clinically-Led Quality and Efficiency Project (GIRFT), Collaboration, Collaborative Procurement Hubs, Commercial Medicines Unit (CMU), Continuous Improvement, Continuous Learning, Continuous Learning Culture, Cooperation, Corporate and Administrative (Back-Office) Costs: Acute Hospitals, Cost Savings, Cost-Improvement Programmes (CIPs), CQC Inspection Questions (Safe Effective Caring Responsive Well-Led), Dashboards, Delayed Discharges, Digital Technology, Digital Technology and Innovation, e-Rostering, Economies of Scale, Efficiency Opportunities, Efficiency Savings, Electronic Prescribing and Medicines Administration (EPMA), English NHS Acute Hospitals, eProcurement, Estates and Facilities Management, Estates Returns Information Collection (ERIC), Example Trust Board Dashboard, Facilities Management, Finance and Procurement, Future Operating Model for Procurement and Supply Chain in NHS, Getting it Right First Time, GIRFT Approach, Global GS1 Coding and PEPPOL Messaging Standards, Health Finance Managers Association (HFMA), Healthcare Quality Improvement, High Cost Drugs: Hospitals Savings Targets, Hospital Pharmacy and Medicines Optimisation, Hospital Pharmacy Transformation Programme, Hospital Pharmacy Transformation Programme (HPTP), Hospital Productivity, Hospitals Savings Targets, Imperfections in Data Reported by Individual Trusts: Acute Hospitals, Improving People Policies and Practices, Integrated Performance Framework, Learning Culture, Learning for Improvement, Litigation Claims, Local Health and Care Economies, Local Health Economies, Lord Carter of Coles, Lord Carter Review, Lord Carter: Chair of NHS Procurement and Efficiency Board, Managing Sickness Absence, Meaningful Use of Standards and Incentives, Medicines Optimisation, Metrics, Metrics and Information, Metrics to Meaning, Model Hospital: Template for Standardisation, NHS Acute Hospitals, NHS and Wholesaler Partnership in Avon Gloucester and Wiltshire, NHS Catalogue, NHS Efficiency Challenge, NHS Efficiency Map, NHS Efficiency Map: Enablers for Efficiency, NHS Efficiency Map: Improving Arrangements For Enhanced Nursing Care, NHS Efficiency Map: Managing Cost Improvement Programmes, NHS Efficiency Map: Patient Blood Management, NHS Efficiency Map: Provider Efficiency, NHS Efficiency Map: Saving On Printing Costs, NHS Efficiency Map: System Efficiency, NHS Efficiency Map: Theatre Management, NHS Efficiency Map: Turning Around Procurement Function, NHS England Specialist Pharmacy Services, NHS England’s Five Year Forward View, NHS Estates, NHS Finance, NHS Finances, NHS Financial Leadership, NHS Five Year Forward View (5YFV), NHS 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, Surrey Pathology Services (SPS), Tackling Variation, Unwarranted Variations, Variations in Procurement, Variations in Spending, Wasted Resources, Weighted Activity Unit (WAU), Well-Led (CQC Inspection Question), Well-Led Framework for Governance Reviews, Well-Led Indicators (CQC) | Leave a comment

Tag Archives: Tackling Variation

Do Not Resuscitate (DNR) Communication Failures in Hospital End-of-Life Care (BBC News / RCP)

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