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Tag Archives: Variations in Procurement
Fair and Affordable Access to Medicines in the NHS (NHS England / UCL IIPP)
Summary Adalimumab is a medicine on which hospitals spend more than £400 million a year. The patent has now expired, allowing patients to be treated with a cheaper biosimilar, saving around £150 million per year (which can be re-directed to … Continue reading →
Posted in Acute Hospitals, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), In the News, National, NHS, NHS England, Pharmacological Treatments, Quick Insights, UK, Universal Interest
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Tagged Access to Medicines, Adalimumab, Added Benefit of New Drugs (Analysis), Affordability, Affordability (Facilitators of Innovation), Affordability and Access to Essential Medicines, Affordable Medicines, Alignment of Corporate Interests With the Public Interest, Alternative Health Innovation Model (Proposals), Andrew Davies: Director of Hospital Pharmacy at NHS Improvement, Association of the British Pharmaceutical Industry (ABPI), Barriers to Collaboration and Knowledge Sharing, Barriers to Innovation, Barriers to Innovation: Dominance of Vested Interests, Better Procurement, BioCubaFarma, Biological Medicines and Biosimilars, Biosimilars for Adalimumab, Cancer Innovation Fund (CIF), Charging Prices the Market Will Bear, Collaboration and Transparency, Compulsory Licensing, Compulsory or Public Non-Commercial Use Licences, Decline of Drugs Research and Development Efficiency, Defense Advanced Research Projects Agency (Darpa), Delinkage, Delinkage of Incentives for Innovation From High Prices, Directed Innovation, Direction of Innovation for Public Value, Drug Patent Monopolies: Negation of Competition, Drug Patents, Drug Pricing Negotiations, Drug Pricing Strategies, Drugs for Neglected Diseases initiative (DNDi), Effective Knowledge Sharing, Energiewende in Germany, European Public Health Alliance, Expensive Drugs, Finance and Budgeting: Affordability (Barriers to Innovation), Finance and Procurement, Global Justice Now, Health Advanced Research Projects Agency (HARPA), Health Innovation, Health Innovation Better Managed to Deliver Public Value, Heidi Chow: Global Justice Now, High Medication Prices Placing Pressure on NHS Budgets and Causing Rationing, High Prices Failing to Reflect Social Value, Highly-Priced Medicines, Human Genome Project (HGP), I-MAK, Improving Access to Medicines, Incentivising Investment in Innovation, Inefficiencies in Innovation, Innogen, Innovation and Improvement, Innovation Direction, Intellectual Property Rights (IPR) Geared to Encouraging Innovation, Intellectual Property Rights (IPR) Geared to Public Value, Intellectual Property Rules Geared for Public Health, International Nonproprietary Names (INN), Just Treatment, Knowledge Ecology International, Knowledge Governance, Lack of Safeguards in Current Pharma R&D Model, Lack of Transparency and Public Accountability, Lack of Transparency and Stifled Collaboration, Learning from DARPA, Mariana Mazzucato: UCL Institute for Innovation and Public Purpose, Me-Too Drugs, Medicines Patent Pool (MPP), Medicines Price Transparency, Mission-Driven Innovation, Mission-Oriented Innovation Policy, Mission-Oriented Thinking, Monopoly Pricing, Open Society Foundations, Opportunities for Volume-Based and Pooled Procurement, Out-of-Reach Drug Prices, Patent Monopolies Negating Competition, Patentability Criteria Consistent With TRIPS Agreement, Patents Blocking Learning Diffusion and Collaboration, People’s Prescription: Re-Imagining Health Innovation to Deliver Public Value, Pharmaceutical Price Regulation Scheme (PPRS), Pooled Procurement Mechanism, Pricing Legislation, Principles of Health Innovation Model Designed For Public Value, Procurement, Profit Maximisation Versus Public Value Maximisation, Public Investment in Biomedical Innovation, Public Purpose, Public Purpose and Public Value, Public Value, Public Value Maximisation, Reducing Spending on Expensive Drugs, Reducing Waste in the NHS, Saoirse Fitzpatrick: STOPAIDS, Short-Termism and Financialisation, Simon Stevens: Chief Executive of NHS England, Smart Procurement, Social Value, STOPAIDS, Thinking Like a Patient and Acting Like a Taxpayer, Trade Related Aspects of Intellectual Property Rights (TRIPS), TRIPS Agreement, TRIPs-Plus Provisions, Upstream Investment in Research and Development Negotiated Into Better Downstream Public Benefit, US Biochemical Advanced Research and Development Authority (BARDA), US Department of Health: Health Advanced Research Projects Agency (HARPA), Value Based Pricing, Value-Based Pricing (Imperfect Model), Value-Based Pricing: Corrupted Into Maximising Value Extraction (Versus Public Good), Variations in Procurement, Voluntary Scheme for Branded Medicines Pricing and Access, World Intellectual Property Organisation (WIPO)
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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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Financial Sustainability in the NHS: Holding Up a Mirror? Reflection (BBC News / NHS Improvement / NHS England / BMJ / OECD / BJS)
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)
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Tagged American College of Surgeons National Surgical Quality Improvement Program (ACS NSQIP), Anatomy of the Model Hospital, £22 Billion Efficiency Savings by 2020-21, BBC Health News, Bedford Musculoskeletal Disorders (MSK) Referral Management Centre, Bedford Referral Management Centre (RMC), Better Together Vanguard, Birmingham and Solihull United Maternity and Newborn Pathway (BUMP) Early Adopter, BMJ Publishing Group Ltd, British 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)
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Innovation for Efficiency, Productivity and Affordability in Healthcare (ILC-UK / EY)
Summary A report from the International Longevity Centre covers seven examples of UK-based and international schemes involving innovation. These examples are: Memory First: an integrated dementia service run by a consortium of 162 GPs across 41 practices in Staffordshire. Urban … Continue reading →
Posted in Charitable Bodies, Commissioning, Community Care, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Integrated Care, International, Management of Condition, Models of Dementia Care, National, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Accelerating Innovation, Access to Care, Access to General Practice, Access to GP Services, Adopters and Adoption of Innovation, Affordability, Affordability of Care, Ageing Population, Barriers to Innovation, Belgium, Benefits of Case Management, Care Coordination / Case Management Approaches For People With Dementia Living at Home, Case Management, Closing the NHS Funding Gap, EASYCare, EASYCare Project, Economic Sustainability, Effective Innovation for Affordable Healthcare, Efficiencies and Productivity Gains, Encouraging Innovation, Ernst & Young, EY, Health and Social Care Integration, Home Dialysis, ILC-UK: International Longevity Centre UK, Innovation, Innovation and Improvement, Innovation for an Ageing Population, Integrated Dementia Care, International Longevity Centre UK (ILC-UK), Manchester Royal Infirmary, Memory Assessment Services, Memory Clinics, Memory First, Memory First (Staffordshire), Memory Services, NHS Belongs to the People, NHS Efficiency Challenge, NHS Funding, NHS Funding Gap, Operational Productivity and Performance (Carter Report), Personalised Case Management, Potential NHS Provider Productivity improvements, Productivity, Productivity and Prevention (QIPP) Programme, Productivity in the NHS, Protocol 3 (P3), Redesigning Care Pathways, Redesigning Services, Research and Innovation, Rio de Janeiro, Science and Innovation, Service Redesign (Telehealth), Service Redesign for Productivity, Service Transformation, SOS 2020, Staffordshire, Supporting Economic Growth, Supporting Research and Innovation, Sustainability, Tackling Barriers to Innovation, Tackling Variation, Task Force on E-Health, Transformational Commissioning, Transformational Technologies, Transformative Technology, Transparency, Unwarranted Variations, Urban E-Health Pilot, Variations in Procurement, Variations in Spending, Wasted Resources
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Lord Carter’s Report on NHS Efficiency Savings (BBC News / Department of Health / 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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Rising Deficits and the Search for Better Value in the NHS: New Approaches to Financial Sustainability? (King’s Fund / BBC News / Health Foundation / BMJ)
Summary Regulators have demanded that hospitals and NHS trusts in England review their financial plans, because rising deficits indicate that existing plans are increasingly unaffordable. Full Text Link Reference Health regulator tells NHS trusts to ‘look again’ at finances. London: … Continue reading →
Posted in Acute Hospitals, Charitable Bodies, Commissioning, Community Care, For Carers (mostly), For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Foundation, In the News, Integrated Care, International, King's Fund, Mental Health, National, NHS, Non-Pharmacological Treatments, Pharmacological Treatments, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Achieving Better Value, Acute Care, Acute Hospital Care, Ageing Population, Ageing Society, Alder Hey Children’s Hospital, Alignment of Financial Incentives, Atlas of Health Care, Avoiding Avoidable Care, Benchmarking, Better Value, Better Value Healthcare, Better Value in the NHS, Bond University, Bond University (Robina: Australia), Canada’s CAD800m Primary Health Care Transition (PHCT) Fund, Canada’s Primary Health Care Transition Fund, Care of Frail Older People With Complex Needs, Center For Medical Consumers: Why Too Much Medicine Is Making Us Sicker And Poorer, Centre for Research in Evidence-Based Practice: Bond University, Chartered Institute of Public Finance and Accountancy, Choosing Wisely, Choosing Wisely Campaign, Choosing Wisely in the NHS, CIPFA, Clinical Responsibility for Patients (Choosing Wisely and New Deal), CNWL: NHS Camden Provider Services, Cost-Effectiveness, Cost-Effectiveness in Health Care, Creative Use of NHS Estate, Crisis Response Falls Team (CRFT), Dartmouth Atlas of Health Care (US), Dartmouth Institute for Health and Clinical Practice, Deinstitutionalisation of UK Mental Health Services, Denmark’s Quality Fund, Discharge to Assess Programme, Drivers of Improvement, Dysfunctional Patient Flow, East Midlands Ambulance Service NHS Trust, Efficiency Savings, Estimated Cost Savings From Implementing NICE Guidelines, Faustian Pact: Trading £8 Billion in Extra Funding For £22 Billion in Efficiency Savings, Financial Constraints, Financial Context, Financial Difficulties, Financial Performance, Financial Planning, Financial Position of NHS Trusts, Financial Pressure in the NHS, Financial Pressure on Hospitals, Financial Pressures, Financial Resilience, Financial Sustainability in the NHS, Frail Older People, Frail Older People With Complex Needs, Funding Challenges, Funding Deficits, General Hospitals, Geographical Variations, Girls’ Education Challenge (GEC) Fund, Health of Health Finances CIPFA Briefing, Heart of England NHS Foundation Trust, Higher Quality Care at Lower Cost: Examples from NICE Local Practice Collection, Hospital Productivity, Improving Patient Flow, Improving Prescribing Practice, Inappropriate Care, Inappropriate Prescribing, Integrated Care and Support, Integration of Health and Social Care, Integration of Health and Social Care for Older People, Key Performance Indicators, Length of Stay (LoS), Local Variations, London Challenge, Long-Term Care (LTC), Long-Term Conditions (LTCs), Low-Value Care, Low-Value Elective Procedures, Management of Repeat Prescriptions in Walsall, Medical Overuse, Medication Errors and Adverse Drug Reactions, Misuse: Resulting in Preventable Complications or Harm, Models of Care Across Organisational Boundaries, Monitor, Multimorbidities, Multimorbidities and Long-Term Conditions, National Service Framework for Mental Health in England (NSF-MH), NHS Benchmarking, NHS Challenges and New Solutions, NHS Efficiency Savings, NHS England Funding, NHS Expenditure, NHS Financial Leadership, NHS Five Year Forward View (5YFV), NHS Foundation Trust Performance, NHS Foundation Trusts, NHS Foundation Trusts (NHSFTs), NHS Funding, NHS Funding Gap, NHS Inappropriate Care: Overuse Underuse and Misuse, NHS Performance, NHS Performance Indicators, NHS Productivity, NHS Safe Staffing, NHS Spending, NHS Timebomb [sic], NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Financial Deficits, NHS Trusts’ and Foundation Trusts’ Income and Expenditure, NHS Walsall CCG, NHSFT Sector, NICE Local Practice Collection: Examples of Higher Quality Care at Lower Cost, Nicholson Challenge, Non-Foundation Trusts (Finances), Nurse Staffing Levels, Operating Expenses, Outcomes and Monitoring, Overkill: Unnecessary Medical Care, Overprescribing, Overuse, Overuse of Diagnostic or Monitoring Tests / Procedures, Overuse of Medication, Overuse Underuse and Misuse, Oxford University Hospitals, Patient flow, Patient Flow for Older People (in Sheffield), Patient Flows, Patient Safety Incidents in England, Performance Indicators, Performance Targets, Plymouth Hospitals NHS Trust, Policy, Policy Context, Preventable Harm, Preventing Falls in the NHS, Preventing Overdiagnosis Conference, Productivity, Productivity in the NHS, RDEL, Redesigning Care Pathways, Redesigning Services, Reducing Drains on the NHS, Reducing Overuse Underuse and Misuse, Reducing Prescribing Costs, Reducing Waste in the NHS, Releasing Value From Surplus Estate, Repeat Prescriptions, Rising Expectations, Safe Staffing, Selling Sickness, Sheffield Patient Flow, Sheffield Teaching Hospitals NHS Foundation Trust, Smith Review, Stevens Challenge, Stroke REACH Early Discharge Scheme (REDS), Stroke Services at Plymouth Hospitals NHS Trust, Targeting Low-Value Care, Transformation Fund, Transformation Fund for the NHS, Troubled NHS Foundation Trusts, Unacceptable Variations, Underuse, Underuse of Effective Interventions, Unwarranted Variations, Variation in Commissioning, Variations in Care, Variations in Procurement, Variations in Spending, Whole System Patient Flows
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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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Time to Deliver on the Five Year Forward View (BBC News / NHS England / Department of Health)
Summary The seven main national health bodies (namely NHS England, Monitor, the NHS Trust Development Authority (TDA), the Care Quality Commission (CQC), Public Health England, the National Institute for Health and Care Excellence (NICE) and Health Education England) jointly published … Continue reading →
Posted in Acute Hospitals, BBC News, Commissioning, Community Care, CQC: Care Quality Commission, Department of Health, For Doctors (mostly), For Nurses and Therapists (mostly), For Researchers (mostly), For Social Workers (mostly), Health Education England (HEE), In the News, Integrated Care, Management of Condition, Mental Health, Models of Dementia Care, National, NHS, NHS England, NICE Guidelines, Non-Pharmacological Treatments, Patient Care Pathway, Person-Centred Care, Public Health England, Quick Insights, Standards, UK, Universal Interest
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Tagged 100000 Genomes Project, 5YFV: NHS Five Year Forward View, Accelerating Innovation, Access to Elective Care, Access to Mental Health Services, Ageing Population, Ageing Society, Agency Staff, Agency Staff (Exorbitant Waste of NHS Funding), Arm’s Length Bodies, Arm’s Length Bodies (Department of Health's ALBs), Atlas of Variations in Procurement, Bank And Agency Staff, Baroness Cumberlege, BBC Health News, Better Out-of-Hospital Care to Prevent Attendance and Admissions, Better Procurement, Cancer Treatment, Cancer Treatment Standards, Cancer Waiting Times, Center for Conservation Biology: Stanford University, Child and Adolescent Mental Health Services, Children and Young People IAPT Programme, Chronic Conditions, Clinical Networks, Coalition of the Willing, Commissioning and Funding, Commissioning for Value, Community and Voluntary Sector, Community Services, Community Volunteering, Constrained Funding, Contract and Agency Staff, Controls on VSM Pay, Coordinated Health and Social Care, Creative Use of NHS Estate, Culture, Culture and Leadership, Culture Change, Dalton Review (2014), Demand Management, Department of Biology and Woods Institute: Stanford University, Department of Psychology: Stanford University, Devon, Diabetes Prevention Programme, Efficiency Savings, Efficiency Savings: Diverting Resources to Front-Line Care, Emmett Interdisciplinary Program in Environment and Resources: Stanford University, Encouraging Innovation, Enforced Support (New Success Regime), Essex, Estate Efficiencies, Expert Patient Programme, Failing Hospitals, Failing Services (NHS and Social Care), Faustian Pact: Trading £8 Billion in Extra Funding For £22 Billion in Efficiency Savings, Finance and Procurement, Finance Directorate, Financial Context, Financial Pressures, Financial Sustainability in the NHS, Five Year Forward View, Five Year Forward View (NHS England), Forest Bathing, Former Health Secretary Jeremy Hunt, Forward View, Forward View Progress: Pilot Programmes Map, Funding Challenges, Gary Caplin: Chief Executive of Virginia Mason Hospital (Seattle), Global Economic Dynamics and the Biosphere: Royal Swedish Academy of Sciences, Governance Arrangements Driving the Five Year Forward View, GP Services Co-Located With A&E Department, GPs Co-Located With A&E Department, Greater Manchester, Greening Grey Britain Campaign, Harpal Kumar: Chief Executive of Cancer Research UK, Harpal Kumar: Head of NHS Cancer Taskforce, Health and Care Voluntary Sector Strategic Partner Programme, Health and Social Care, Health and Social Care Configuration, Health and Social Care Costs, Health and Social Care Integration, Health and Social Care Providers, Health and Social Care Reform, Health and Social Care Services, Health and Social Care: Integration Transformation Fund, Hospital Chains, Hospital Waiting Times, IAPT: Improving Access to Psychological Therapies, Improving Access to Mental Health Services by 2020, Improving Access to Psychological Therapies (IAPT), Integrated Out-of-Hospital Care, Integration of Health and Social Care, Integration of Health and Social Care for Older People, Integration Transformation Fund, Integration Transformation Fund (aka Better Care Fund), Integration Transformation Fund (ITF), International Recruitment, Jeremy Taylor (Chief Executive of National Voices), Laureate Institute for Brain Research (Tulsa), Lean and Quality Improvement, Lean and Six Sigma, Lean Manufacturing Techniques, Lean Thinking, Local Communities and Voluntary Groups, Local Government Association, Loneliness and Social Isolation, Lord Carter Review, Maximising the value of NHS £115 Billion Spend, Monitor, Multispecialty Community Providers, National Buying Power of NHS, National Institute for Health and Care Excellence (NICE), National Prevention Board (Public Health England), National Quality Board (NQB), National Voices, Nature and Wellbeing, Nature Experience Reduces Rumination, Never Events, New Care Models Programme: Urgent and Emergency Care (UEC) Vanguards, New Care Models: Vanguard Sites, New Deal for Primary Care, New Models of Care, New Success Regime (NHS England), NHS Clinical Commissioners, NHS Confederation Annual Conference 2015, NHS Confederation Conference (2015)), NHS Culture, NHS Culture Change, NHS Diabetes Prevention Programme, NHS Efficiency Savings, NHS England (Formerly the NHS Commissioning Board), NHS England Five Year Forward View, NHS England’s Five Year Forward View, NHS England’s New Success Regime, NHS England’s Success Regime, NHS Expert Patient Programme (EPP), NHS Five Year Forward View (5YFV), NHS Five Year Forward View Board, NHS Funding, NHS Funding Gap, NHS Procurement, NHS Providers, NHS Safe Staffing, NHS Trust Development Authority, NHS Trust Development Authority (NHS TDA), NHS Trust Development Authority (NTDA), NHS Trust Development Authority (TDA), NHS Waiting Times, NHS Warrington CCG, NHS: Rated World’s Best Health Service, NICE Abandoning Work on Safe Staffing Standards, North Cumbria, North East and West Devon, Obesity, Out-of-Hospital Care, Out-of-Hospital Services, Out-of-Hours GP Services Co-Located With A&E Department, Over-Reliance on Agency Staff, Patient Safety, Patient-Centred Culture, Paul Farmer (Mind), Peoples and Communities Board, PNAS, Pooled Budgets (Pooled Funds), Pooled Funding, Population Growth, Preventing and Managing Demand, Prevention, Prevention Agenda, Proceedings of the National Academy of Sciences (PNAS), Proceedings of the National Academy of Sciences of the United States of America (PNAS), Redesigning More Productive Services, Reducing Demand (Treatment and Recovery), Reducing Downstream Spending (Prevention Public Health and Self-Care), Removal of Two Waiting Time Targets, Return to Practice Campaign, RightCare’s NHS Atlas of Variation, Royal Swedish Academy of Sciences, Rt Hon Jeremy Hunt MP: Former Secretary of State for Health, Rumination, Safe Staffing Advisory Committee (NICE), Safe Staffing Standards, School of Community Medicine (Tulsa USA), Self-Care, Self-Help, Service Redesign, Service Transformation, Shared Strategic Planning, Shinrin-Yoku: Taking in the Forest Atmosphere aka Forest Bathing, Simon Stevens: Chief Executive of NHS England, Sir David Dalton: Chief Executive of Salford Royal NHS Foundation Trust, Social Care, Social Isolation, Social Prescribing, Specialists in Out-Of-Hospital Settings, SSAC: Safe Staffing Advisory Committee, Staff Retention, Staff Sickness Levels, Stanford University, Stockholm Resilience Centre, Subgenual Prefrontal Cortex (sgPFC), Subgenual Prefrontal Cortex Activation, Success Regime (NHS England), Success Regimes in England, Surgical Never Events, Sustainable Funding, SWASFT Right Care Right Place Right Time Initiative, Sweden, Thinking Outside of the Box, Transformational Commissioning, UEC Vanguards, Upstream Interventions, Urbanization and Mental Illness, Urgent and Emergency Care Vanguards, Vanguard Programme, Variations in Procurement, Virginia Mason Hospital: Seattle, Voluntary and Community Sector, Waiting Time Standards, Waiting Time Targets in the NHS in England, Waiting Times and Access Standards, Workforce Advisory Board, Workforce Advisory Board Exemplars, Workforce Race Equality Standard
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Adult Social Care Efficiency Tool (Department of Health)
Summary The Adult Social Care Efficiency Tool, released last month, helps local authorities to identify other areas similar to themselves (so-called “statistical neighbours”) for so that it is possible to assess how their services compare on value for money with … Continue reading →
Posted in Commissioning, Community Care, Department of Health, For Researchers (mostly), For Social Workers (mostly), Local Interest, Management of Condition, National, Non-Pharmacological Treatments, Patient Care Pathway, Quick Insights, Standards, Statistics, UK, Universal Interest
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Tagged Access to Services, Accountability in Health and Social Care, Adult Social Care, Adult Social Care Efficiency Tool, Adult Social Care in England, Adult Social Care Outcome Indicators, Adult Social Care Services, Barking and Dagenham: Social Care Efficiency Indicators, Barnet: Social Care Efficiency Indicators, Barnsley: Social Care Efficiency Indicators, Bath and North East Somerset: Social Care Efficiency Indicators, Bedford: Social Care Efficiency Indicators, Bexley: Social Care Efficiency Indicators, Birmingham: Social Care Efficiency Indicators, Blackburn with Darwen: Social Care Efficiency Indicators, Blackpool: Social Care Efficiency Indicators, Bolton: Social Care Efficiency Indicators, Bournemouth: Social Care Efficiency Indicators, Bracknell Forest: Social Care Efficiency Indicators, Bradford: Social Care Efficiency Indicators, Brent: Social Care Efficiency Indicators, Brighton and Hove: Social Care Efficiency Indicators, Bristol: Social Care Efficiency Indicators, Bromley: Social Care Efficiency Indicators, Buckinghamshire: Social Care Efficiency Indicators, Bury: Social Care Efficiency Indicators, Calderdale: Social Care Efficiency Indicators, Cambridgeshire: Social Care Efficiency Indicators, Camden: Social Care Efficiency Indicators, Central Bedfordshire: Social Care Efficiency Indicators, Cheshire East: Social Care Efficiency Indicators, Cheshire West and Chester: Social Care Efficiency Indicators, City of London: Social Care Efficiency Indicators, Cornwall: Social Care Efficiency Indicators, Coventry: Social Care Efficiency Indicators, Croydon: Social Care Efficiency Indicators, Cumbria: Social Care Efficiency Indicators, Darlington: Social Care Efficiency Indicators, Derby: Social Care Efficiency Indicators, Derbyshire: Social Care Efficiency Indicators, Devon: Social Care Efficiency Indicators, Doncaster: Social Care Efficiency Indicators, Dorset: Social Care Efficiency Indicators, Dudley: Social Care Efficiency Indicators, Durham: Social Care Efficiency Indicators, Ealing: Social Care Efficiency Indicators, East Riding of Yorkshire: Social Care Efficiency Indicators, East Sussex: Social Care Efficiency Indicators, Efficiency, Efficiency Savings, Enfield: Social Care Efficiency Indicators, English Local Authorities, Essex: Social Care Efficiency Indicators, Gateshead: Social Care Efficiency Indicators, Gloucestershire: Social Care Efficiency Indicators, Greenwich: Social Care Efficiency Indicators, Hackney: Social Care Efficiency Indicators, Halton: Social Care Efficiency Indicators, Hammersmith and Fulham: Social Care Efficiency Indicators, Hampshire: Social Care Efficiency Indicators, Haringey: Social Care Efficiency Indicators, Harrow: Social Care Efficiency Indicators, Hartlepool: Social Care Efficiency Indicators, Havering: Social Care Efficiency Indicators, Health and Social Care Configuration, Health and Social Care Costs, Health and Social Care Delivery Models, Health and Social Care Integration, Herefordshire: Social Care Efficiency Indicators, Hertfordshire: Social Care Efficiency Indicators, Hillingdon: Social Care Efficiency Indicators, Hounslow: Social Care Efficiency Indicators, Increasing Efficiency, Isle of Wight: Social Care Efficiency Indicators, Isles of Scilly: Social Care Efficiency Indicators, Islington: Social Care Efficiency Indicators, Kensington and Chelsea: Social Care Efficiency Indicators, Kent: Social Care Efficiency Indicators, Kingston upon Hull: Social Care Efficiency Indicators, Kingston upon Thames: Social Care Efficiency Indicators, Kirklees: Social Care Efficiency Indicators, Knowsley: Social Care Efficiency Indicators, Lambeth: Social Care Efficiency Indicators, Lancashire: Social Care Efficiency Indicators, Leeds: Social Care Efficiency Indicators, Leicester: Social Care Efficiency Indicators, Leicestershire: Social Care Efficiency Indicators, Lewisham: Social Care Efficiency Indicators, Lincolnshire: Social Care Efficiency Indicators, Liverpool: Social Care Efficiency Indicators, Local Authorities (LAs), Local Health Services: Variations, Local Variations, Luton: Social Care Efficiency Indicators, Manchester: Social Care Efficiency Indicators, Market Oversight in Adult Social Care, Medway Towns: Social Care Efficiency Indicators, Merton: Social Care Efficiency Indicators, Middlesbrough: Social Care Efficiency Indicators, Milton Keynes: Social Care Efficiency Indicators, Newcastle upon Tyne: Social Care Efficiency Indicators, Newham: Social Care Efficiency Indicators, Norfolk: Social Care Efficiency Indicators, North East Lincolnshire: Social Care Efficiency Indicators, North Lincolnshire: Social Care Efficiency Indicators, North Somerset: Social Care Efficiency Indicators, North Tyneside: Social Care Efficiency Indicators, North Yorkshire: Social Care Efficiency Indicators, Northamptonshire: Social Care Efficiency Indicators, Northumberland: Social Care Efficiency Indicators, Nottingham: Social Care Efficiency Indicators, Nottinghamshire: Social Care Efficiency Indicators, Oldham: Social Care Efficiency Indicators, Oxfordshire: Social Care Efficiency Indicators, Peterborough: Social Care Efficiency Indicators, Plymouth: Social Care Efficiency Indicators, Poole: Social Care Efficiency Indicators, Portsmouth: Social Care Efficiency Indicators, Quality of Services, Reading: Social Care Efficiency Indicators, Redbridge: Social Care Efficiency Indicators, Redcar and Cleveland: Social Care Efficiency Indicators, Richmond upon Thames: Social Care Efficiency Indicators, Rochdale: Social Care Efficiency Indicators, Rotherham: Social Care Efficiency Indicators, Rutland: Social Care Efficiency Indicators, Salford: Social Care Efficiency Indicators, Sandwell: Social Care Efficiency Indicators, Sefton: Social Care Efficiency Indicators, Sheffield: Social Care Efficiency Indicators, Shropshire: Social Care Efficiency Indicators, Slough: Social Care Efficiency Indicators, Social Care, Social Care Efficiency Indicators, Solihull: Social Care Efficiency Indicators, Somerset: Social Care Efficiency Indicators, South Gloucestershire: Social Care Efficiency Indicators, South Tyneside: Social Care Efficiency Indicators, Southampton: Social Care Efficiency Indicators, Southend-on-Sea: Social Care Efficiency Indicators, Southwark: Social Care Efficiency Indicators, Spending and Outcomes, Spending Per Head, St. Helens: Social Care Efficiency Indicators, Staffordshire: Social Care Efficiency Indicators, Stockport: Social Care Efficiency Indicators, Stockton-on-Tees: Social Care Efficiency Indicators, Stoke-on-Trent: Social Care Efficiency Indicators, Suffolk: Social Care Efficiency Indicators, Sunderland: Social Care Efficiency Indicators, Surrey: Social Care Efficiency Indicators, Sutton: Social Care Efficiency Indicators, Swindon: Social Care Efficiency Indicators, Tameside: Social Care Efficiency Indicators, Telford and the Wrekin: Social Care Efficiency Indicators, Thurrock: Social Care Efficiency Indicators, Torbay: Social Care Efficiency Indicators, Tower Hamlets: Social Care Efficiency Indicators, Trafford: Social Care Efficiency Indicators, Unwarranted Variations, Value for Money (VfM), Variations in Procurement, Variations in Quality of Care, Variations in Social Care in England, Variations in Social Care Quality and Spending in England, Wakefield: Social Care Efficiency Indicators, Walsall: Social Care Efficiency Indicators, Waltham Forest: Social Care Efficiency Indicators, Wandsworth: Social Care Efficiency Indicators, Warrington: Social Care Efficiency Indicators, Warwickshire: Social Care Efficiency Indicators, West Berkshire: Social Care Efficiency Indicators, West Sussex: Social Care Efficiency Indicators, Westminster: Social Care Efficiency Indicators, Wigan: Social Care Efficiency Indicators, Wiltshire: Social Care Efficiency Indicators, Windsor and Maidenhead: Social Care Efficiency Indicators, Wirral: Social Care Efficiency Indicators, Wokingham: Social Care Efficiency Indicators, Wolverhampton: Social Care Efficiency Indicators, Worcestershire: Social Care Efficiency Indicators, York: Social Care Efficiency Indicators
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