Health Mgmt Policy Planning

Patient centered medical home (PCMH): Evidence and Evaluation – toolbox of methods used to evaluate and refine PCMH models

Posted on April 23, 2013. Filed under: Health Mgmt Policy Planning | Tags: , |

Patient centered medical home (PCMH): Evidence and Evaluation – toolbox of methods used to evaluate and refine PCMH models

“About the Evidence:

Policy decisions concerning the PCMH must rest on sound evidence about whether this model of care helps achieve the Triple Aim of improved patient outcomes, improved patient experience, and improved value. In this section, explore information and resources for PCMH researchers, evaluators, and decision makers.

PCMH Research Methods Series

The PCMH Research Methods Series was commissioned by AHRQ and developed under contract by Mathematica Policy Research, with input from other nationally recognized thought leaders in research methods and PCMH models. The series is designed to “expand the toolbox” of methods used to evaluate and refine PCMH models and other health care interventions. This toolbox of novel and underused methods can equip evaluators and implementers to better assess and refine PCMH models and to meet the evidence needs of PCMH stakeholders more effectively. Each of the briefs describes a method and how PCMH researchers have used it or could do so, discusses advantages and limitations of the methods, and provides resources for researchers to learn more about the method.”

… continues on the site

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The changing national role in health system governance. A case-based study of 11 European countries and Australia – WHO – April 2013

Posted on April 22, 2013. Filed under: Health Mgmt Policy Planning, Health Policy | Tags: |

The changing national role in health system governance. A case-based study of 11 European countries and Australia – WHO – April 2013

“This study of 12 countries provides an overview of recent changes in national governments’ role in the governance of health systems, focusing on efforts to reconfigure responsibilities for health policy, regulation and management; the resultant policy priorities; and the initial impact. The shift in responsibilities shows little uniform direction: a number of countries have centralized certain areas of decision-making or regulation but decentralized others. The study reviews common trends, based on the country cases, and assesses potential future developments.”

ISBN 978 92 890 0003 1

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The Leadership Qualities Framework launched – Centre for Workforce Intelligence [UK] – 19 April 2013

Posted on April 22, 2013. Filed under: Health Mgmt Policy Planning | Tags: , , |

The Leadership Qualities Framework launched – Centre for Workforce Intelligence [UK] – 19 April 2013

The National Skills Academy for Social Care has launched the Leadership Qualities Framework (LQF), described as ‘a one-stop shop for developing yourself, strengthening and differentiating your organisation and providing better services’.

The LQF provides a variety of benefits, as it
| is grounded in everyday practice and behaviours and underpinned by personalisation and co-production
| describes, in a clear and accessible way, what good leadership looks like in different settings and situations
| illustrates the attitudes and behaviours needed for high quality leadership at every level of the sector
| is for everyone in social care: private or not-for-profit sector service providers, large and small organisations, residential and home care providers, local authorities, personal employers and anyone working in the sector, at any level
| goes beyond social care, mirroring the NHS Leadership Framework so that it can be applied in integrated services.

Norman Lamb MP said the following at the launch of the framework.

Great leadership requires the right skills and values. The new leadership qualities framework…is a fantastic step in the right direction. This is about leadership at all levels and care workers leading from the front line. It provides clear guidelines enabling organisations to introduce training”

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Australia’s hospitals 2011-12: at a glance – AIHW – 19 April 2013

Posted on April 19, 2013. Filed under: Health Mgmt Policy Planning | Tags: |

Australia’s hospitals 2011-12: at a glance – AIHW – 19 April 2013

“‘Australia’s hospitals 2011-12: at a glance’ provides information on Australia’s 1,345 public and private hospitals. In 2011-12, there were 9.3 million hospitalisations, including 2.4 million admissions involving surgery. Public hospitals provided 7.8 million non-admitted patient emergency services, with 72% of patients seen within recommended times for their triage category. This publication is a companion to ‘Australian hospital statistics 2011-12’.”

ISSN 1036-613X; ISBN 978-1-74249-419-7; Cat. no. HSE 133; 38pp.

Online

Summary

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Something to teach, Something to learn: Global perspectives on healthcare – KPMG – 16 April 2013

Posted on April 18, 2013. Filed under: Health Mgmt Policy Planning | Tags: |

Something to teach, Something to learn: Global perspectives on healthcare – KPMG – 16 April 2013

“A major new report, published today by KPMG’s Global Healthcare Practice, examines the challenges facing international health systems, from the perspective of leading practitioners across 22 countries.

Called Something to teach, Something to learn: Global perspectives on healthcare, the report will be central to a debate when 3,000 of the world’s leading health experts gather at the International Forum on Quality and Safety in Healthcare in London this week*.

Shaping discussion on how to improve quality and reduce costs in an increasingly challenging environment, the report argues that the next five to ten years will be critical for health systems around the world as they look for strategies to cope with rapidly growing and ageing populations.”

… continues

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The Business Case for People Powered Health – Nesta – April 2013

Posted on April 18, 2013. Filed under: Chronic Disease Mgmt, Health Economics, Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

The Business Case for People Powered Health – Nesta – April 2013

“The Business Case for People Powered Health describes the specific investments required to create services with a People Powered Health approach, and the practical benefits that can be achieved as a result.

The NHS in England could realise savings of at least £4.4bn a year if it adopted People Powered Health innovations that involve patients, their families and communities more directly in the management of long term health conditions. These savings are based on the most reliable evidence and represent a 7% reduction in terms of reduced A&E attendance, planned and unplanned admissions, and outpatient admissions..

There is therefore both a social and financial imperative to scale the People Powered Health approach.

The People Powered Health approach involves five areas of practice: More than medicine (new services), People helping people (peer support), Redefining consultations, networks and partnerships, and user co-design and co-delivery. The most robust research literature focuses on two of these – redefining consultations and peer support – and suggests these types of interventions can improve health outcomes in all the most common long-term conditions, with patients more stable, less prone to exacerbation and demonstrating improvements in their core clinical indicators. As a result, there is a reduction in the cost of delivering healthcare of approximately 7 per cent of the commissioning budget – through decreasing A&E attendances, reducing hospital admissions, reduced length of stay and decreased patient attendances. Putting this into practice would save the NHS £4.4 billion across England.

However, we think that the People Powered Health approach could achieve even higher savings. This is both because the median of all available evidence, including less robust studies, suggests the cost of managing patients with long-term conditions could be reduced by up to 20 per cent, and the experience of the six sites suggests People Powered Health interventions are enablers of each other at scale.”

Working with patients to manage long-term conditions could save the NHS £4.4bn a year – Guardian – 11 April 2013

“People Powered Health is an approach that can improve quality of life and save the NHS money

The health system is going through significant upheaval and crisis provoked by the combined impact of the NHS reforms and the Francis Inquiry. The result is a sense of unease and uncertainty despite the NHS ranking excellently in international terms. At a recent Lord Darzi discussion on primary care, the mood was summed up as: ‘Why does it feel so bad, if we’re actually doing so well?’

Part of the answer is that the NHS is good at dealing with acute and infectious disease, but is still finding its way towards a model that effectively manages long-term conditions. Another element is the challenge of nurturing compassion in large, formal institutions, where staff are under considerable financial pressure.

People Powered Health is an approach to health and care that addresses both issues.”

… continues on the site

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NHS in numbers: key charts – Nuffield Trust – April 2013

Posted on April 17, 2013. Filed under: Health Mgmt Policy Planning | Tags: , , , |

NHS in numbers: key charts – Nuffield Trust – April 2013

“This series of interactive charts illustrates key data on health care spending, hospital activity, performance, prescribing, and NHS staffing and other resources, for England and the rest of the UK where comparable data is available.”

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Putting Patients First: The NHS England Business Plan for 2013/14 – 2015/16 – NHS England

Posted on April 8, 2013. Filed under: Health Mgmt Policy Planning, Health Policy | Tags: , |

Putting Patients First: The NHS England Business Plan for 2013/14 – 2015/16 – NHS England

NHS England’s business plan for 2013/14 – 2015/16, called Putting Patients First, explains how its commitment to transparency and increasing patients’ voice are fundamental to improving patient care.

The plan describes an 11 point scorecard which NHS England will introduce for measuring performance of key priorities, focused on receiving direct feedback from patients, their families and NHS staff.

This supports the cultural change needed to put people at the centre of the NHS, a key theme in the report by Robert Francis QC, by making sure that patients’ voices are heard and used to deliver better services.

This plan builds on Everyone Counts: Planning for Patients 2013/14, our earlier planning guidance for commissioners which was published in December 2012.

There is also a summary document available – Putting Patients First: The summary NHS England business plan for 2013/14 – 2015/16.”

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Re-Engineered Discharge (RED) Toolkit – Agency for Healthcare Research and Quality – March 2013

Posted on April 2, 2013. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: , |

Re-Engineered Discharge (RED) Toolkit – Agency for Healthcare Research and Quality – March 2013

Prepared by: Boston University for AHRQ – Agency for Healthcare Research and Quality

“A variety of forces are pushing hospitals to improve their discharge processes to reduce readmissions. Researchers at the Boston University Medical Center (BUMC) developed and tested the Re-Engineered Discharge (RED). Research showed that the RED was effective at reducing readmissions and posthospital emergency department (ED) visits. The Agency for Healthcare Research and Quality contracted with BUMC to develop this toolkit to assist hospitals, particularly those that serve diverse populations, to replicate the RED.”

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Governing public hospitals – European Observatory on Health Systems and Policies – 22 March 2013

Posted on March 27, 2013. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning | Tags: |

Governing public hospitals – European Observatory on Health Systems and Policies – 22 March 2013

Eurohealth

“While public ownership is a common feature in the European hospital sector, the last few decades have seen a change in the way such institutions are governed, with greater flexibility in terms of the legal form they can take and in the level of autonomy that management and supervisory boards can exercise when making institutional-level decisions. Such features often, but not exclusively, reflect developments in private-sector management practices and associated incentive structures.

At the same time, the over-riding objective of making changes to hospital governance structures is to ensure that service quality remains high or improves, that services meet the needs of the catchment population and that resources are used efficiently. This issue of Eurohealth looks at some recent developments in this area.”

… continues

full text

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What Works: evidence centres for social policy – London, Cabinet Office – March 2013

Posted on March 19, 2013. Filed under: Evidence Based Practice, Health Mgmt Policy Planning, Health Policy |

What Works: evidence centres for social policy – London, Cabinet Office – March 2013

What Works Centres [UK]

“The What Works Network, a key action in the Civil Service reform plan, will consist of two existing centres of excellence – the National Institute for Health and Clinical Excellence (NICE) and the Educational Endowment Foundation – plus four new independent institutions responsible for gathering, assessing and sharing the most robust evidence to inform policy and service delivery in tackling crime, promoting active and independent ageing, effective early intervention, and fostering local economic growth.

 
This initiative will build upon existing evidence-based policy making. These independent specialist centres will produce and disseminate research to local decision makers, supporting them in investing in services that deliver the best outcomes for citizens and value for money for taxpayers. The centres will also feed insights into the heart of government to inform national decision-making. It is the first time a government anywhere has set up such a model at a national level.”

… continues

the four new ones
What Works Centre for Local Economic Growth
What Works Centre for Ageing Better
What Works Centre for Crime Reduction
What Works Centre for Early Intervention

Alliance for Useful Evidence

“The Alliance for Useful Evidence champions the use of evidence in social policy and practice. We are an open–access network of individuals from across government, universities, charities, business and local authorities in the UK and internationally.”

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Volunteering in health and care: securing a sustainable future – The King’s Fund – 14 March 2013

Posted on March 15, 2013. Filed under: Health Mgmt Policy Planning | Tags: |

Volunteering in health and care: securing a sustainable future – The King’s Fund – 14 March 2013

Chris Naylor, Claire Mundle, Lisa Weaks, David Buck

“This report considers the role and value of volunteers in health and social care. It looks at the important part that volunteers play in improving patient experience, addressing health inequalities, and building a closer relationship between services and communities.

It also outlines the changing nature of volunteering, why this can cause tensions, and why volunteering does not always reach its full potential. Examples of good practice in the NHS and voluntary sector illustrate how these barriers can be overcome.

The authors discuss the future of volunteering in the light of the financial challenges facing public services and the reforms introduced by the Heath and Social Care Act 2012. They conclude by presenting two different scenarios and giving recommendations for achieving the best case scenario.”

… continues

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Most Frequent Conditions in U.S. Hospitals, 2010 – Healthcare Cost and Utilization Project (HCUP) – January 2013

Posted on March 13, 2013. Filed under: Health Economics, Health Mgmt Policy Planning |

Most Frequent Conditions in U.S. Hospitals, 2010 – Healthcare Cost and Utilization Project (HCUP) – January 2013

Anne Pfuntner, Lauren M. Wier, M.P.H., and Carol Stocks, R.N., M.H.S.A.

“Introduction

A patient can be admitted to the hospital with multiple conditions or diagnoses. The principal diagnosis is the condition that is primarily responsible for a patient’s hospitalization. This condition can affect other components of the patient’s hospital stay, including the length of stay, health care costs, and procedures performed.

This Statistical Brief presents data from the Healthcare Cost and Utilization Project (HCUP) on the most common principal diagnoses in 2010 for all hospital stays in the United States, as well as for stays by age and primary payer. Changes in the overall number of stays and the rate of hospitalization in the population are presented for the most common conditions in 1997 and 2010. All differences between estimates noted in the text are statistically significant at the .001 level or better.”

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Evidence driven strategies for meeting hospital performance targets – CSIRO – 25 February 2013

Posted on March 5, 2013. Filed under: Emergency Medicine, Health Mgmt Policy Planning | Tags: , , , |

Evidence driven strategies for meeting hospital performance targets – CSIRO – 25 February 2013

“The most visible challenge facing our healthcare system is overcrowding in hospitals, which has been labelled an ‘international crisis’ [1]. Overcrowding and long emergency waiting periods have a significant impact on the quality of patient care and patient experience.

National Emergency Access Targets (NEAT) introduced by the Federal Government in 2011, will require hospitals to ensure that 90% of all patients arriving at emergency departments are seen and admitted or discharged within four hours by 2015[2].

Our health services research team is helping hospitals meet these emergency access targets, whilst solving the challenge of overcrowding and system bottlenecks.

This report gives an overview of the patient flow modelling research currently being undertaken at CSIRO. It outlines how CSIRO’s analytics, optimisation and operational decision support tools can help give hospitals a better understanding of what they could do to meet these targets.”

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Urological cancers – why we need to change – NHS North East London and the City and NHS North Central London – January 2013

Posted on February 22, 2013. Filed under: Health Mgmt Policy Planning, Oncology, Urology |

Urological cancers – why we need to change – NHS North East London and the City and NHS North Central London – January 2013

Report

The clinical evidence

“We believe that the creation of single specialist centres and high quality local units will provide our patients with high quality diagnostic and therapeutic care and expand opportunities to develop research that benefits patients.”

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Sustainable Health Systems: Visions, Strategies, Critical Uncertainties and Scenarios – A report from the World Economic Forum Prepared in collaboration with McKinsey & Company – January 2013

Posted on February 5, 2013. Filed under: Health Economics, Health Mgmt Policy Planning, Health Policy | Tags: , |

Sustainable Health Systems: Visions, Strategies, Critical Uncertainties and Scenarios – A report from the World Economic Forum Prepared in collaboration with McKinsey & Company – January 2013

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Leading networks in healthcare: Learning about what works – the theory and the practice – The Health Foundation – January 2013

Posted on February 5, 2013. Filed under: Health Mgmt Policy Planning | Tags: , |

Leading networks in healthcare: Learning about what works – the theory and the practice – The Health Foundation – January 2013
“In autumn 2011, we launched an improvement programme to support networks in healthcare. We linked the selected networks with a faculty of experts, and with each other, to provide an exchange of ideas, advice, support and training in network leadership and development.

The aim was to see what could be achieved by combining the experiences of those who are building and running networks with the theory and knowledge from a range of sectors about what makes a network succeed.

This report captures the experiences of the programme participants as they began working together, highlights key learning and early insights, and examines how all this relates to what the research evidence tells us about running networks.

The report includes the voices of many of the network leaders who took part in this programme. It also provides an informal overview of the literature on networks and a glossary of commonly used network terms.”

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Report on Government Services 2013 – Productivity Commission – 31 January 2013

Posted on January 31, 2013. Filed under: Health Mgmt Policy Planning | Tags: |

Report on Government Services 2013  

“This report was released on 31 January 2013. It has been produced by the Steering Committee for the Review of Government Service Provision (SCRGSP). The report has been published in two volumes.

Also released with the report are attachment tables and data quality information (DQI’s).”

… continues

Includes
Part E (Health)
Health sector overview
Chapter 10 Public hospitals
Chapter 11 Primary and community health
Chapter 12 Mental health management
Part F (Community services)
Community services sector overview (PDF – 1072 Kb)
Chapter 13 Aged care services
Chapter 14 Services for people with disability
Chapter 15 Child protection and youth justice services

Factsheets

Ambulance events (PDF – 136 Kb)
Maternity services (PDF – 176 Kb)
Public hospitals (PDF – 107 Kb)
Primary and community health services (PDF – 273 Kb)
Mental health management (PDF – 229 Kb)
Aged care services (PDF – 237 Kb)
Services for people with disability (PDF – 198 Kb)
Child protection and out-of-home care services (PDF – 215 Kb)

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Canada Health System Review – Health Systems in Transition 2013 – European Observatory on Health Systems and Policies – 2013

Posted on January 25, 2013. Filed under: Health Mgmt Policy Planning |

Canada Health System Review – Health Systems in Transition 2013 – European Observatory on Health Systems and Policies – 2013

Gregory P. Marchildon
ISSN 1817–6127

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Creating change: IHW one year on [NHS Innovation Health & Wealth) – 10 December 2012

Posted on January 15, 2013. Filed under: Health Mgmt Policy Planning | Tags: , |

Creating change: IHW one year on [NHS Innovation Health & Wealth) – 10 December 2012

Creating change: Innovation health and wealth one year on – News – 10 December, 2012

“The report, “Creating change: Innovation health and wealth one year on” provides an update on the implementation of the NHS Chief Executive’s report “Innovation health and wealth, accelerating adoption and diffusion in the NHS” published in December 2011.

The first report  set out delivery for spreading innovation quickly and at a scale throughout the NHS. ‘Creating change’ demonstrates the progress that is being made at a time of great change in the NHS. It highlights what more should be done to deliver the improvements needed to fully embrace and embed innovation in the NHS and improve outcomes and quality for patients and the NHS and drive growth for the UK.”

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Possibilities and Pitfalls for Clinical Leadership in Improving Service Quality, Innovation and Productivity – NHS Institute for Health Research – January 2013

Posted on January 14, 2013. Filed under: Health Mgmt Policy Planning | Tags: , |

Possibilities and Pitfalls for Clinical Leadership in Improving Service Quality, Innovation and Productivity – NHS Institute for Health Research – January 2013

Storey, J., and Holti, R. Possibilities and Pitfalls for Clinical Leadership in Improving Service Quality, Innovation and Productivity, Final report. NIHR Service Delivery and Organisation programme; 2013.

Extract:

Background
The idea that something called ‘clinical leadership’ is the favoured ‘answer’ to many of the huge challenges facing the NHS has been advanced with increasing intensity. Inter alia, Lord Darzi in the Next Stage Review emphasised the importance of clinical leadership; the Health and Social Care Act (2012) puts clinicians to the fore; and the Royal Colleges have accepted the need for Medical Leadership Competences to be defined and developed.

Despite such emphasis and expectation, the reality of clinical leadership attempts to redesign services across the extant boundaries of the NHS and which reveal how the many barriers can be overcome, has not so far been studied.

Aims
The overall research question was:
What can be learned from the experience of enacting the Darzi model of clinical leadership in practice? What are the main
enabling and constraining conditions for its effective realization and performance?
Subsidiary research questions that feed-in to this main research question were:”

… continues

More
http://www.netscc.ac.uk/hsdr/projdetails.php?ref=09-1001-22

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Integrated care: what do patients, service users and carers want? – RightCare essential reading – December 2012

Posted on January 11, 2013. Filed under: Health Mgmt Policy Planning | Tags: , , , |

Integrated care: what do patients, service users and carers want? – RightCare essential reading – December 2012

A Reading List produced by QIPP Right Care
Nicola Pearce-Smith, Information Scientist
Sir Muir Gray, Joint Lead for Right Care

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Everyone counts: Planning for Patients 2013/14 – NHS – December 2012

Posted on January 9, 2013. Filed under: Health Mgmt Policy Planning, Health Policy | Tags: |

Everyone counts: Planning for Patients 2013/14 – NHS – December 2012

“Everyone Counts: Planning for Patients 2013/14 outlines the incentives and levers that will be used to improve services from April 2013, the first year of the new NHS, where improvement is driven by clinical commissioners.

The guidance is published alongside financial allocations to clinical commissioning groups and is accompanied by other documents intended to help local clinicians deliver more responsive health services, focused on improving outcomes for patients, addressing local priorities and meeting the rights people have under the NHS Constitution.”

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Creating change: Innovation health and wealth one year on – NHS – 10 December 2012

Posted on January 4, 2013. Filed under: Health Mgmt Policy Planning | Tags: , |

Creating change: Innovation health and wealth one year on – NHS – 10 December 2012

“The report, “Creating change: Innovation health and wealth one year on” provides an update on the implementation of the NHS Chief Executive’s report “Innovation health and wealth, accelerating adoption and diffusion in the NHS” published in December 2011.

The first report  set out delivery for spreading innovation quickly and at a scale throughout the NHS. ‘Creating change’ demonstrates the progress that is being made at a time of great change in the NHS. It highlights what more should be done to deliver the improvements needed to fully embrace and embed innovation in the NHS and improve outcomes and quality for patients and the NHS and drive growth for the UK.”

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Standards for members of NHS boards and CCG governing bodies in England – Council for Healthcare Regulatory Excellence – 7 November 2012

Posted on December 3, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

Standards for members of NHS boards and CCG governing bodies in England – Council for Healthcare Regulatory Excellence – 7 November 2012

“We were commissioned to develop these Standards by the Secretary of State for Health in July 2011, and submitted our final advice over the summer. The Standards, which apply to NHS England, cover three domains: personal behaviour, technical competence, and business practices, and put compassion and respect at the heart of NHS leadership.”

… continues

CHRE now called Professional Standards Authority

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United Kingdom (Northern Ireland). Health system review – European Observatory on Health Systems and Policies – November 2012

Posted on November 29, 2012. Filed under: Health Mgmt Policy Planning, Health Policy |

United Kingdom (Northern Ireland). Health system review – European Observatory on Health Systems and Policies – November 2012

O’Neill C, McGregor P, Merkur S. United Kingdom (Northern Ireland): Health system review. Health Systems in Transition, 2012; 14(10): 1– 91.  ISSN 1817–6127

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Sexual Violence Services – International Overview – Department of Health [England] – 26 November 2012

Posted on November 28, 2012. Filed under: Health Mgmt Policy Planning |

Sexual Violence Services – International Overview – Department of Health [England] – 26 November 2012

“This report provides an overview of the models of sexual assault service provision.

It aims to provide insight into the various models of service provision and funding
in a number of developed and developing countries with a particular focus on the roles of government and the voluntary and community services sector.

Sexual assault referral centres (SARC) are central to the typical model of service provided to people in England who experience sexual violence. Referral and care pathways between the NHS, local authorities, and specialist sexual violence counselling expand the model further.

SARC services have continued to develop since Manchester’s St.Mary’s SARC was first established in 1982. There are now 33 sexual assault referral centres across the 39 Police Forces in England. Many SARCs are provided jointly in partnership between the police, NHS and local authorities.

The area of work covered has now expanded to include child sexual exploitation, sex trafficking, child prostitution, and the sexual abuse of vulnerable older people.

This publication will help inform further thinking as sexual assault services, including SARCs, develop to improve access and meet the varied needs of people who experience sexual violence.

This latest document will be of interest to those who are involved in commissioning or providing SARC services as well as longer term follow-up and counselling.”

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Strategic clinical networks: single operating framework: NHS Commissioning Board – November 2012

Posted on November 27, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

Strategic clinical networks: single operating framework: NHS Commissioning Board – November 2012

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Leadership in a matrix – NHS Confederation – 15 November 2012

Posted on November 21, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Leadership in a matrix – NHS Confederation – 15 November 2012

“The NHS is facing its biggest ever challenge, with the £20 billion productivity requirement alongside the huge pressures facing the social care system and the need to continue to drive up quality of care and health outcomes. Exemplary leadership in the NHS is therefore required more than ever.

In response to this significant challenge, it is clear that there is a desire from leaders across the system to work closely together to build a shared leadership approach, using and developing a variety of leadership skills. This paper written by Ciaran Devane, the Chief Executive of Macmillan Cancer Support,  is the first in a series which will explore in detail the needs of future healthcare leaders in the new system.

Drawing on his own experiences of working in a matrix system, Ciaran Devane calls on NHS leaders to build a different set of core skills, covering conflict resolution and multi-party negotiation in order to lead through influence. He also highlights the importance of leaders being able to operate across the breadth of the new system and he makes it clear that he believes the future success of the NHS will be heavily reliant on the abilities of its leaders to build trust.”

… continues on the site

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Results of the models of care survey: A snapshot of how models of care have been implemented in Western Australia – November 2012

Posted on November 20, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

Department of Health, Western Australia. Results of the models of care survey: A snapshot of how models of care have been implemented in Western Australia. Perth: Health Networks Branch; 2012.

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International Profiles of Health Care Systems – Commonwealth Fund – 19 November 2012

Posted on November 20, 2012. Filed under: Health Mgmt Policy Planning, Health Policy | Tags: |

International Profiles of Health Care Systems – Commonwealth Fund – 19 November 2012

“Overview
This publication presents overviews of the health care systems of Australia, Canada, Denmark, England, France, Germany, Japan, Iceland, Italy, the Netherlands, New Zealand, Norway, Sweden, Switzerland, and the United States. Each overview covers health insurance, public and private financing, health system organization, quality of care, health disparities, efficiency and integration, care coordination, use of health information technology, use of evidence-based practice, cost containment, and recent reforms and innovations. In addition, summary tables provide data on a number of key health system characteristics and performance indicators, including overall health care spending, hospital spending and utilization, health care access, patient safety, care coordination, chronic care management, disease prevention, capacity for quality improvement, and public views.”

S. Thomson, R. Osborn, D. Squires, and M. Jun, International Profiles of Health Care Systems, 2012, The Commonwealth Fund, November 2012.

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Changing Mindsets – Strategy on Health Policy and Systems Research – WHO – 1 November 2012

Posted on November 13, 2012. Filed under: Health Mgmt Policy Planning, Health Systems Improvement, Research | Tags: |

Changing Mindsets – Strategy on Health Policy and Systems Research – WHO – 1 November 2012

“The World Health Organization has launched the first global strategy on health policy and systems research (HPSR) at the Second Global Symposium on Health Systems Research. This document represents a unique milestone in the evolution of health policy and systems research and has three broad aims.

First, it seeks to unify the worlds of research and decision-making and connect the various disciplines of research that generate knowledge to inform and strengthen health systems. Second, the strategy contributes to a broader understanding of this field by clarifying the scope and role of HPSR. It provides insight into the dynamic processes through which HPSR evidence is generated and used in decision-making. Finally, it is hoped that this strategy will serve as an agent for change and calls for a more prominent role for HPSR at a time when the health systems mandate is evolving towards broader goals of universal health coverage and equity.

This strategy on health policy and systems research is intended to augment and amplify WHO’s previous affirmations on the importance of health research, by explaining how this evolving field is sensitive and responsive to the needs of those who are responsible for the planning and performance of national health systems – decision-makers, health practitioners, citizens and civil society. By doing so, it does not move away from the field of health research – it aims to move the field ahead.”

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ScenarioGenerator – software to improve healthcare planning

Posted on November 9, 2012. Filed under: Health Informatics, Health Mgmt Policy Planning |

ScenarioGenerator – software to improve healthcare planning 

“Scenario Generator is a simulation tool designed to support strategic planning in health and social care. Developed between NHS Institute for Innovation and Improvement and SIMUL8 Corporation, it has been used extensively by PCTs to test strategies for change and their impact on patient flow, waiting lists, resource utilisation and costs.

It is currently being used with the Department of Health QIPP Long Term Conditions Year of Care to test the financial impact of any changes, and is used in Scotland, Canada, Italy and the USA.”

“SIMUL8 Corporation, producers of strategic planning software for health and social care Scenario Generator, today announced an agreement with NHS Institute for Innovation and Improvement to provide their software to all NHS organizations in England to support healthcare improvement.”

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Health Innovation Portal – Health Council of Canada

Posted on November 2, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Health Innovation Portal – Health Council of Canada

“The Health Council of Canada is reporting on innovative health care practices, policies, programs and services so they can be adopted elsewhere in Canada. Our goal is to support the identification, sharing, and uptake of innovative practices that have been demonstrated to strengthen Canada’s health care system. We’re here to help you find programs and practices that are working in other jurisdictions across a variety of health care themes so you can learn from them and put them into practice.”

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The Impact of Demographic Change on Public Services – International Longevity Centre UK – 10 October 2012

Posted on October 17, 2012. Filed under: Aged Care / Geriatrics, Health Mgmt Policy Planning | Tags: |

The Impact of Demographic Change on Public Services – International Longevity Centre UK – 10 October 2012

” ILC-UK has published evidence given to the new House of Lords Committee on Public Service and Demographic Change.

The Committee will consider how the ageing population will affect public services and the relationship between people and the state. The Office of Budget Responsibility has said that if current policies go on unchanged demographic change will make the costs of public services unsustainable.

Within our response, ILC-UK argue that:

 

  •  Our society should seek to become “age neutral”. Age is a poor proxy for, for example, ability, experience, skills, knowledge, and wealth, and yet policies in the private, public and voluntary sector are far too often based on age.
  • Older citizens have a responsibility to remain in the labour market longer, where possible, to enable skills retention and minimise the fiscal burdens on taxpayers.
  • We are likely to need to invest more in preventative health across the life-course.
  • The cost of dementia is likely to play an increasingly important role in influencing public spending.
  • The transfer of wealth from young to old, and its consequent inequality, represents a challenge to the contract between generations embodied in various functions and policies of the UK state that rest on the principle of intergenerational solidarity. It is vital that public policy works to protect intergenerational solidarity.”

… continues on the site

Select Committee on Public Service and Demographic Change – ILC blog entry on this – 10 October 2012

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Investigation into the temporary closure of Alfred Health’s adult lung transplant program – Victorian Ombudsman – 9 October 2012

Posted on October 16, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Investigation into the temporary closure of Alfred Health’s adult lung transplant program – Victorian Ombudsman – 9 October 2012

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Takeover: Tackling failing NHS hospitals – Reform Research Trust – 28 September 2012

Posted on October 5, 2012. Filed under: Health Economics, Health Mgmt Policy Planning | Tags: , |

Takeover: Tackling failing NHS hospitals – Reform Research Trust – 28 September 2012

“This report, written by Paul Corrigan, John Higton and Simon Morioka finds that the Government should drive the takeover of up to 30 NHS hospitals in this Parliament. Instead of encouraging mergers between failing NHS hospitals, private companies and the best NHS hospitals, should take over troubled hospitals because that is the surest way to turn them around.”

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Forgotten Conditions: misdiagnosed and unsupported, how patients are being let down – 2020Health – 27 September 2012

Posted on October 5, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Forgotten Conditions: misdiagnosed and unsupported, how patients are being let down – 2020Health – 27 September 2012

Rarer diseases are neglected by the NHS with misdiagnosis common

“A new report by influential think-tank 2020Health covers the growing problem of GPs missing or misdiagnosing rarer diseases.

The report ‘Forgotten Conditions: misdiagnosed and unsupported, how patients are being let down’ criticises those professionals whose overwhelming focus is on treating a handful of major illnesses rather than developing systems for diagnosing and treating the increasing number of rarer diseases. As a result, thousands of people suffer for years with misdiagnosis and inadequate treatment.

The findings are the result of a roundtable which brought together health policy-makers, GPs, politicians and senior academics. One in seventeen people will be affected by a rare condition in their lifetime, a number that is projected to mushroom in the coming years.”

… continues on the site

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Health for the EU in 33 success stories. A selection of successful projects funded by the EU Health Programmes – September 2012

Posted on October 4, 2012. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: , |

Health for the EU in 33 success stories. A selection of successful projects funded by the EU Health Programmes – September 2012

Contents

1. Health threats
– ASHT II – An effective cross-border system for chemical and poison alerts
– CIE Toolkit – Preparing health professionals to deal with chemical incidents
– PHBLM – Increasing public health safety along the EU borders
– SHIPSAN TRAINET – Healthier cruising in Europe
– EQADeBa – Testing the limits of specialised laboratories
– ORCHIDS – Quick and effective mass decontamination

2. Blood and organs
– SOHO V&S – Vigilance and surveillance of substances of human origin
– EFRETOS – Pan-European registry of the evaluation of organ transplants

3. HIV/AIDS and STDs
– SIALON – Quick and easy HIV test for MSMs
– Correlation II – Spreading information, not infection
– BORDERNETwork – Protecting vulnerable groups against sexually transmitted diseases

4. Chronic diseases
– EUBIROD – Sharing knowledge on diabetes
– EuroHeart – An active and healthy heart for life

5. Cancer
– AURORA – Cervical cancer screening for all women
– EuroSun – Mapping UV exposure in Europe
– WELAS – Understanding the causes and effects of smoking in women
– CRC Screening – Better quality screening for colorectal cancer
– EPAAC – Taking care of cancer right across Europe

6. Rare diseases
– Orphanet Europe – Online knowledge on rare diseases

7. Nutrition and healthy lifestyle
– EPODE European Network – Preventing childhood obesity
– FOOD – Promoting a healthy diet at work
– Healthy Stadia – Sport and community health

8. Health inequalities
– DETERMINE – Reducing health inqualities across Europe
– EUREGIO III – Helping EU regions to use Structural Funds for health effectively
– AVERROES – Equal access to healthcare

9. Youth
– Smoking in Movies – Protecting young people from addiction

10. Health information
– Aphekom – Air pollution continues to kill thousands, costing billions
– EHR-IMPLEMENT – A potential new innovation in eHealth across Europe
– EHLEIS – Adding a dimension of quality to the quantity of life lived
– EUGLOREH – The report on the status of health in the European Union
– PHGEN II – Preparing the way for personalised medicine
– EURO-PERISTAT Action – Learning more about the health of mothers and babies
– EuroNeoStat II – Better care for premature babies

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Measuring Success: A Framework for Benchmarking Health Care System Performance – The Conference Board of Canada – September 2012

Posted on October 2, 2012. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning | Tags: , |

Measuring Success: A Framework for Benchmarking Health Care System Performance – The Conference Board of Canada – September 2012

“This current report, Measuring Success: A Framework for Benchmarking Health Care System Performance, provides a foundation for the upcoming provincial and international benchmarking reports. In this report, we discuss the benefits of benchmarking; the benchmarking process and methods; benchmarking frameworks used by other organizations, both within Canada and internationally; and the benchmarking framework that we propose to guide the provincial benchmarking study to be conducted in the fall of 2012. This framework includes a full description of the performance indicators, the rationale for their inclusion, and the ranking methodology.”

… continues

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The Accountable Lead Provider. Developing a powerful disruptive innovator to create integrated and accountable programmes of care – RightCare Casebook [NHS] – July 2012

Posted on October 2, 2012. Filed under: Chronic Disease Mgmt, Health Mgmt Policy Planning | Tags: , |

The Accountable Lead Provider. Developing a powerful disruptive innovator to create integrated and accountable programmes of care – RightCare Casebook [NHS] – July 2012

Professor Paul Corrigan and Dr Steven Laitner

Extract from the executive summary:

“Public experience of NHS services is marked by praise for the specific experiences of treatment but problems with the overall experience of service. Whilst most staff and leaders in the NHS recognise the severe problems caused by the organisation of care into episodes of care, there are few models of integrated care that have emerged which have sufficient integrative power to challenge the organisational distinction of episodic care. This is partly because those arguing for integration do so usually within the episodic paradigm but also because they want to develop a new model of integration without disrupting the old model of episodic care.

Here we argue for a strong integrator who is given the power through the contract to both deliver care and also to bring together the previously episodic providers of care into a single pathway. The lead provider in this model is given the responsibility through the contract for subcontracting for the various aspects of care. The contract demands of the lead provider that he carry out that role in such a way as to ensure all of the different aspects of care are fully integrated.”

… continues

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Australian hospital statistics 2011-12: emergency department care – AIHW – 28 September 2012

Posted on September 28, 2012. Filed under: Emergency Medicine, Health Mgmt Policy Planning | Tags: |

Australian hospital statistics 2011-12: emergency department care – AIHW – 28 September 2012

“In 2011-12: – there were more than 6.5 million presentations to public hospital emergency departments – 72% of patients received treatment within an appropriate time for their urgency (triage) category – almost two-thirds of patients stayed in the emergency department for 4 hours or less, and 90% had left within 8 hours and 30 minutes.”

ISSN 1036-613X; ISBN 978-1-74249-356-5; Cat. no. HSE 126; 56pp

Media release: About two-thirds of Australia’s emergency department visits are completed within 4 hours

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Governance for health in the 21st century – WHO Regional Office for Europe – 2012

Posted on September 27, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

Governance for health in the 21st century – WHO Regional Office for Europe – 2012

isbn 978 92 890 0274 5

Abstract

“A range of collaborative governance mechanisms has developed in many policy arenas in the past decade. The study on governance for health in the 21st century tracks governance innovations that have been introduced to address priority determinants of health and summarizes them as five strategic approaches to smart governance for health. The study relates the emergence of joint action of the health sector and non-health sectors, of public and private actors and of citizens to achieve seminal changes in 21st-century societies. They include a new understanding of health and well-being as key features of what constitutes a successful society and vibrant economy and the higher value placed on equity and participation. The study further describes the type of structures and mechanisms that enable collaboration and outlines the new role that health ministers and ministries and public health agencies need to adopt in such a challenging policy environment.”

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Large-System Transformation in Health Care: A Realist Review – Milbank Quarterly 2012

Posted on September 27, 2012. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: , , |

Large-System Transformation in Health Care: A Realist Review – Milbank Quarterly 2012
Allan Best et al

“Context: An evidence base that addresses issues of complexity and context is urgently needed for large-system transformation (LST) and health care reform. Fundamental conceptual and methodological challenges also must be addressed. The Saskatchewan Ministry of Health in Canada requested a six-month synthesis project to guide four major policy development and strategy initiatives focused on patient- and family-centered care, primary health care renewal, quality improvement, and surgical wait lists. The aims of the review were to analyze examples of successful and less successful transformation initiatives, to synthesize knowledge of the underlying  mechanisms, to clarify the role of government, and to outline options for evaluation.

Methods: We used realist review, whose working assumption is that a particular intervention triggers particular mechanisms of change. Mechanisms may be more or less effective in producing their intended outcomes, depending on their interaction with various contextual factors. We explain the variations in outcome as the interplay between context and mechanisms. We nested this analytic approach in a macro framing of complex adaptive systems (CAS).

Findings: Our rapid realist review identified five “simple rules” of LST that were likely to enhance the success of the target initiatives: (1) blend designated leadership with distributed leadership; (2) establish feedback loops; (3) attend to history; (4) engage physicians; and (5) include patients and families. These principles play out differently in different contexts affecting human behavior (and thereby contributing to change) through a wide range of different mechanisms.

Conclusions: Realist review methodology can be applied in combination with a complex system lens on published literature to produce a knowledge synthesis that informs a prospective change effort in large-system transformation. A collaborative process engaging both research producers and research users contributes to local applications of universal principles and mid-range theories, as well as to a more robust knowledge base for applied research. We conclude with suggestions for the future development of synthesis and evaluation methods.”

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Evidence in management decisions (EMD) – advancing knowledge utilization in healthcare management – NHS National Institute for Health Research – August 2012

Posted on September 14, 2012. Filed under: Evidence Based Practice, Health Mgmt Policy Planning | Tags: |

Evidence in management decisions (EMD) – advancing knowledge utilization in healthcare management – NHS National Institute for Health Research – August 2012

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Hospitals on the edge? The time for action A report by the Royal College of Physicians – September 2012

Posted on September 13, 2012. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

Hospitals on the edge? The time for action A report by the Royal College of Physicians – September 2012

“All hospital inpatients deserve to receive safe, high-quality, sustainable care centred around their needs and delivered in an appropriate setting by respectful, compassionate, expert health professionals. Yet it is increasingly clear that our hospitals are struggling to cope with the challenge of an ageing population and increasing hospital admissions.

Overview of challenges facing acute hospitals

The pressures on the acute service are relentless and intense:
Increasing clinical demand.

Increasing clinical demand.

Fractured care.

Out-of-hours care breakdown

Looming workforce crisis in the medical workforce.
… continues

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Intersectoral Governance for Health in All Policies: Structures, actions and experiences – European Observatory on Health Systems and Policies – 2012

Posted on September 12, 2012. Filed under: Health Mgmt Policy Planning, Health Policy, Public Hlth & Hlth Promotion | Tags: , , |

Intersectoral Governance for Health in All Policies: Structures, actions and experiences – European Observatory on Health Systems and Policies – 2012

Edited by David V. McQueen, Matthias Wismar, Vivian Lin, Catherine M. Jones, Maggie Davies
ISBN 978 92 890 0281 3

Extract from the foreword

“Since the arrival of the new millennium, the field of health promotion has added many emerging areas related to health to its field of interest and action.

Many of these areas were, of course, anticipated in the Ottawa Charter on Health Promotion; nonetheless there has been an explosion of interest in three critical areas in recent years, namely on the social determinants of health, governance, and Health in All Policies, and more specifically “the translation of Health in All Policies from a policy principle into a policy practice”. Now we have a new and significant book that addresses these three areas in a most exciting way.

The International Union for Health Promotion and Education (IUHPE) acknowledges that many of the solutions to the most pressing health issues reside outside the health sector. It is therefore imperative to facilitate governance practices that enable improved work across sectors in government, the nongovernment sector, academic institutions and the private sector, at all territorial levels.”

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Looking for value in hard times: How a new approach to priority setting can help improve patient care while making savings – The Health Foundation – August 2012

Posted on September 11, 2012. Filed under: Health Economics, Health Mgmt Policy Planning | Tags: , |

Looking for value in hard times: How a new approach to priority setting can help improve patient care while making savings – The Health Foundation – August 2012

“This report describes a new approach to priority setting called Star (socio-technical allocation of resources). The approach is designed to help commissioners and others pinpoint where they may be able to get additional value from their resources by using them more effectively.

It works by producing simple visual models, developed interactively with stakeholders, so that everyone involved can understand the nature of the choices to be made, and the disadvantages of not changing current practices.

The approach combines value for money analysis with stakeholder engagement. This allows those planning services to determine how resources can be most effectively invested, while the engagement of stakeholders means the decisions are understood and supported by those most affected.

This report shows how, by using the Star approach, NHS Sheffield were able to agee changes to their eating disorder services with clinicians, service users and other stakeholders. The changes they have made are expected to improve both patient care and value for money, with the project showing potential for substantial savings.”

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Measuring patient experience of integration in the NHS – 30 August 2012

Posted on September 10, 2012. Filed under: Health Mgmt Policy Planning, Patient Participation | Tags: |

Measuring patient experience of integration in the NHS – 30 August 2012

“The NHS Future Forum report on Integration recommended that new patient experience measures should be developed to evaluate patients’ experiences across whole journeys of care.

There is currently no single bespoke measure of patient experience of integration in or across the NHS. Developing measures of integration is difficult due to the very large number of potential patient journeys. But this publication highlights the data sources already available that can help NHS organisations assess experience of integrated care locally.

The Department has identified seven core questions that relate to integration of care that are already asked in existing surveys. NHS organisations can use the answers to these questions to develop a sense of how patients feel about integration between services locally at present.

Interim measures for patient experience at the interfaces between NHS services

Interim integration measures for patient experience spreadsheet provides a summary of the most recent results available for the seven core questions and where to find the existing information.”

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Transforming the delivery of health and social care. The case for fundamental change – King’s Fund – 6 September 2012

Posted on September 7, 2012. Filed under: Health Mgmt Policy Planning | Tags: , , |

Transforming the delivery of health and social care. The case for fundamental change – King’s Fund – 6 September 2012

“Summary

The UK has the second highest rate of mortality amenable to health care among 16 high-income countries, and evidence shows that variations in health outcomes between social groups are widening. This paper (the first in a series on the future of health and social care in England) explores how the current health and social care delivery system has failed to keep pace with the population’s needs and expectations. It argues that incremental changes to existing models of care will not be sufficient in addressing these challenges and that a much bolder approach is needed to bring about innovative models that are appropriate to the needs of the population and are high quality, sustainable and offer value for money.”

Blog entry from Chris Ham of The King’s Fund.

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Better Services Better Value review passes NCAT gateway review – NHS South West London – 20 August 2012

Posted on August 28, 2012. Filed under: Health Mgmt Policy Planning |

Better Services Better Value review passes NCAT gateway review – NHS South West London – 20 August 2012

“An independent clinical review has given the Better Services Better Value review the green light to move forward.

The National Clinical Advisory Team (NCAT) carried out an assessment of the proposals for reorganisation of health services in south west London in May and June of this year and their report is published today and available here.”

… continues on the site

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Evidence-Informed Change Management in Canadian Healthcare Organizations – Canadian Health Services Research Foundation (CHSRF) – 29 June 2012

Posted on August 28, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Evidence-Informed Change Management in Canadian Healthcare Organizations – Canadian Health Services Research Foundation (CHSRF) – 29 June 2012

“Key Messages

  • Recent developments within the Canadian health sector highlight a perpetually shifting landscape, coupled with an increasing demand for practical approaches to implementing effective change.
  • The purpose of this project was to identify a suite of evidence-informed approaches to support change in small and large systems that are applicable to a variety of contexts within the Canadian health system.
  • Key issues that leaders and managers face in responding to and initiating change were used to identify evidence-informed approaches.
  • A variety of theories, models, approaches, tools, techniques and instruments that decision makers can effectively use to oversee change exist; these approaches need to be deliberately chosen, with attention to stage of change and context, so as to have maximum utility and impact.
  •  More attention to change readiness and change capacity prior to initiating change would contribute to better understanding about what strategies and approaches would help to initiate and support change effectively.
  • More formal learning regarding change in the four key areas of preparing for change, implementing change, spreading change, and sustaining change would be of benefit to decision makers.
  • Developers of university credit and non-credit professional development programs for leaders and managers should be encouraged to make the study of change a prominent feature in their curricula.
  • National and provincial agencies should be encouraged to develop a support platform devoted to leadership development in support of change in the Canadian health system (online access to tools and direct access to expertise).
  • While using approaches to change may be useful, increased attention to conceptualizing the change process would likely lead to more effective implementation and results.”
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From Innovation to Action: The First Report of the Health Care Innovation Working Group – The Council of the Federation – 26 July 2012

Posted on August 28, 2012. Filed under: Health Mgmt Policy Planning, Workforce | Tags: , , |

From Innovation to Action: The First Report of the Health Care Innovation Working Group – The Council of the Federation – 26 July 2012

Extract from the news release:

“This work focuses on practical innovations that each province and territory can put to use to enhance patient care and improve value for taxpayers. The recommendations presented today to Premiers, that provinces and territories intend to implement as they deem appropriate to their health care system, include:

  • promoting the adoption of clinical practice guidelines for treating heart disease and diabetes;
  • pursuing a number of team based models to increase access for Canadians, such as the Collaborative Emergency Centres Model and other models listed in the report;
  • sharing information on health human resources management and supply;
  • improving communication about health human resources labour markets; and
  • having the Working Group monitor the progress made on the initiatives contained in this first report.”

 

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Strategic clinical networks [NHS] – 26 July 2012

Posted on August 1, 2012. Filed under: Health Mgmt Policy Planning, Health Systems Improvement |

Strategic clinical networks [NHS] – 26 July 2012

“The NHS Commissioning Board Authority has set out its plan for a small number of national networks to improve health services for specific patient groups or conditions.

Called strategic clinical networks, these organisations will build on the success of network activity in the NHS which, over the last 10 years, has led to significant improvements in the delivery of patient care.”

… continues on the site

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From innovation to action: the first report of the Health Care Innovation Working Group – The Council of the Federation [Canada] – 26 July 2012

Posted on July 31, 2012. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

From innovation to action: the first report of the Health Care Innovation Working Group – The Council of the Federation [Canada] – 26 July 2012

Media release

“Premiers received the report of the Council of the Federation Working Group on Health Care Innovation, From Innovation to Action. The working group, chaired by Premier Wall and Premier Ghiz and composed of all provincial and territorial health ministers, was established in January.

This work focuses on practical innovations that each province and territory can put to use to enhance patient care and improve value for taxpayers. The  recommendations presented today to Premiers, that provinces and territories intend to implement as they deem appropriate to their health care system, include:”

Continues on the site

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Centre for Innovation in Health Management – Relationship Toolkit – News Release – 10 July 2012

Posted on July 19, 2012. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

Centre for Innovation in Health Management – Relationship Toolkit – News Release – 10 July 2012

About the toolkit

“This toolkit offers a way of improving productive working between doctors and managers in your Trust. It does this in a series of steps that require you to have conversations between doctors and managers that identifies any development required.

Where doctors are engaged in management we know that quality improves for patients. Moreover, we have found that it is the partnership between doctors and managers that makes the difference – where they have a productive working relationship.

The National Inquiry into Management and Medicine found that doctors and managers work best together when the following conditions exist:

A clear focus on the clinical business
space is created for local innovation by managing upwards
decisions are devolved to the right level
there is continuity over time
complacency is avoided by seeking internal and external challenge
interests are aligned through rewards, information, and performance management.
doctors and managers make sense of the external environment together
there is frequent dialogue to build a shared purpose
differences are seen as an asset – conflict is used positively
managers and doctors understand each other
there is investment in organisational change, doctors and managers learn together, and locally relevant performance management systems are developed.

This toolkit is a series of questions for you to answer in the Trust. The process of answering the questions will develop a better shared agenda, a better understanding of how to work together and a better working relationship between doctors and managers.”

… continues

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Interventions to reduce unplanned hospital admission: a series of systematic reviews – National Institute for Health Research Research for Patient Benefit [NHS] – June 2012

Posted on July 19, 2012. Filed under: Health Mgmt Policy Planning |

Interventions to reduce unplanned hospital admission: a series of systematic reviews – National Institute for Health Research Research for Patient Benefit [NHS] – June 2012

“Executive summary

Background

Approximately 40% of hospital admissions in England are unplanned admissions (2009/10). Unplanned hospital admissions (UHA) are a problem for health systems internationally as they are costly and disruptive to elective health care, and increase waiting lists. Recent policy in the UK and elsewhere has focused on reducing UHA.

To reduce the burden on elective health care and resource use in the long term, it is therefore important to manage UHA. In order to do this we need to fully understand which interventions are effective in reducing UHA. There have been a small number of community or societal level public health or policy interventions aimed at reducing UHA. These approaches have been variable and generally inconclusive.

Therefore there was a need for a series of comprehensive systematic literature reviews that would identify interventions that address organisation of care and access for the purpose of reducing UHA.”

… continues on the site

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A new development tool for health and wellbeing boards – Local Government Association [UK] – 9 July 2012

Posted on July 18, 2012. Filed under: Health Mgmt Policy Planning |

A new development tool for health and wellbeing boards – Local Government Association [UK] – 9 July 2012

“Health and wellbeing boards are now operating in all parts of the country, and many have been working for a significant period of time.

Discussions with representatives of boards show that there is an appetite for products that support boards to assess their progress by reference to indicators of  practice.

In response to this, a number of regions have already prepared self assessment documents that measure “levels of preparedness”. Moving beyond this the London Board Assurance Prompt tackles more complex themes, and introduces the idea of a ‘maturity matrix’ allowing boards to track their progress over time.

The Local Government Association has worked with the NHS Leadership Academy, other national organisations and representatives of health and wellbeing boards to co-produce a new development tool, building on the achievements of the previous documents.”

… continues on the site

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Care and support White Paper published [UK] 11 July 2012

Posted on July 18, 2012. Filed under: Health Mgmt Policy Planning |

Care and support White Paper published [UK] 11 July 2012

“The Department [of Health] has published the ‘Caring for our future: reforming care and support’ White Paper, which sets out the vision for a reformed care and support system. The new system will:

focus on people’s wellbeing and support them to stay independent for as long as possible
introduce greater national consistency in access to care and support
provide better information to help people make choices about their care
give people more control over their care
improve support for carers
improve the quality of care and support
improve integration of different services”

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Pathways of Care for People with Stroke in Ontario Core – Canadian Institute for Health Information – 12 July 2012

Posted on July 17, 2012. Filed under: Health Mgmt Policy Planning, Neurology | Tags: |

Pathways of Care for People with Stroke in Ontario Core – Canadian Institute for Health Information – 12 July 2012

“This report provides information on pathways of stroke care in Ontario over a four-year period, by following individuals being treated for stroke across hospital settings; including emergency department, acute care, inpatient rehabilitation and complex continuing care. The report sheds light on some important transition points in a stroke patient’s hospital care and on how well the system is integrated and functions for patients. It also identifies key areas where improvements in stroke care can be considered. ”

Media release: Earlier diagnosis, improved flow across care settings key to timelier stroke care in Ontario. Study finds room for improvement in identification and treatment of stroke patients – 12 July 2012

“The number of stroke deaths is declining in Ontario and the rest of Canada, due in part to better management and treatment of the disease. However, a new study released today by the Canadian Institute for Health Information (CIHI) shows that there may still be room for improvement in the early diagnosis and treatment of stroke patients. For example, the study found that about 1 in 10 Ontario stroke patients seen in a hospital emergency department (ED)—representing more than 5,000 cases over a four-year-period—was documented as having had a stroke only after being admitted to a hospital ward.

The study found that these patients had no stroke or stroke symptoms (such as headache or dizziness) listed on their ED records and were less likely to have received a brain imaging scan during the course of their emergency stay than other stroke patients. Best practice recommends that suspected stroke patients should receive brain scans within one hour of their arrival in the ED to identify the type of stroke and appropriate course of treatment.

“Carrying out rapid assessments and confirming that a person has had a stroke most often begin in the ED. It is a coordinated effort among many providers and can present a challenge,” explains Dr. Paul Ellis, emergency physician at the University Health Network. “But the earlier this is done, the sooner appropriate treatment can begin and the greater the chances a patient can recover.” ”

… continues on the site

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National Health Performance Authority – Draft Strategic Plan 2012-15: Public Consultation – 11 July 2012

Posted on July 16, 2012. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning | Tags: , , |

National Health Performance Authority – Draft Strategic Plan 2012-15:  Public Consultation – 11 July 2012

“The National Health Performance Authority is a recently established agency under the National Health Reform Act 2011. We are now releasing our draft Strategic Plan for consultation, so that Australians can have their say on the proposed mission, values and objectives of the Performance Authority.

The Performance Authority’s draft Strategic Plan 2012-15 outlines the proposed strategic direction the organisation will take in performing its duties of providing independent monitoring and performance reporting of health care organisations.

The role of the Performance Authority is to develop high quality, locally relevant and nationally consistent reports on the performance of local hospital networks, public hospitals, private hospitals and primary health care organisations. This transparent public reporting across a range of performance indicators will stimulate and inform improvements in the Australian health system, increase transparency and accountability and inform consumers.

By making a submission, you will have the opportunity for your views to be considered in the development of the Strategic Plan. “

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NHS Change Model – launched July 2012

Posted on July 6, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

NHS Change Model – launched July 2012

“The model has been created to support the NHS to adopt a shared approach to leading change and transformation.  We hope to build this website further and add practical information, tools and support over the coming months.  Please tell us what you think to help us shape this model and the ongoing future work using the chat room facility.

Why do we need a change model?
Building on what we collectively know about successful change the ‘NHS Change Model’ has been developed with hundreds of our senior leaders, clinicians, commissioners, providers and improvement activists who want to get involved in building the energy for change across the NHS by adopting a systematic and sustainable approach to improving quality of care.

What does the model do?
The model brings together collective improvement knowledge and experience from across the NHS into eight key components. Through applying all eight components change can happen. This means no matter whom or wherever you are in the NHS you can use the approach to fit your own context as a way of making sense at every level of the ‘how and why’ for delivering improvement, to consistently make a bigger difference.”

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Report on the effect of the NHS Constitution – 4 July 2012

Posted on July 5, 2012. Filed under: Health Mgmt Policy Planning, Patient Participation | Tags: |

Report on the effect of the NHS Constitution – 4 July 2012

“The report seeks to clarify the effect of the NHS Constitution on those who use NHS services and who work in the NHS. It considers whether, and to what extent, the Constitution has made a difference to patients, staff, carers and the public, and examines the degree to which it is succeeding in its aims.”

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Setting levels of ambition for the NHS Outcomes Framework – 4 July 2012

Posted on July 5, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Setting levels of ambition for the NHS Outcomes Framework – 4 July 2012

“NHS Outcomes Framework: a technical annex setting levels of ambition published

Developing our NHS care objectives: a consultation on the draft mandate to the NHS Commissioning Board’ explains that the Secretart of State will hold the NHS Commissioning Board to account for delivering improvements in health outcomes.

This technical annex provides more information on the NHS Outcomes Framework and the preparatory work underway for setting these outcome objectives (‘levels of ambition’). The levels of ambition themselves will be included in the final mandate.

The purpose of this technical annex is to support the consultation on the draft mandate. It explains the proposed methodology for deriving levels of ambition and use examples to illustrate the planned approach. The technical annex is aimed at those who are interested in the measurement of health outcomes.”

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Health impact assessment: a useful tool for health and wellbeing boards – NHS Confederation – June 2012

Posted on July 3, 2012. Filed under: Health Mgmt Policy Planning, Patient Participation, Public Hlth & Hlth Promotion | Tags: , |

Health impact assessment: a useful tool for health and wellbeing boards – NHS Confederation – June 2012

“This document provides an overview of the health impact assessment (HIA) process. It was developed by one of the health and wellbeing board learning sets, for improving the health of the population, part of the National Learning Network for health and wellbeing boards. Drawing on the work of NHS South of Tyne and Wear, it outlines the key stages of the process and provides a case study which demonstrates how this process might be used to influence decision-making and service delivery.”

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The Contribution of Quality Management to the UK Economy – Chartered Management Institute – June 2012

Posted on July 3, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

The Contribution of Quality Management to the UK Economy – Chartered Management Institute – June 2012

“This report shows the value to UK employers of raising the standard and adoption of quality management. At a time when controlling costs and maximising return on investment is at a premium, quality management programmes have a critical role to play, the researchers argue.

The study, comissioned by the CMI and the Chartered Quality Institute from the Centre for Economics and Business Research (Cebre), argues that quality management could well provide an important foundation on which future business and institutional success could be built. It concludes that such success is vital to the task of returning the UK to positive economic growth.”

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Public sector innovation and local leadership in the UK and The Netherlands – JRF Joseph Rowntree Foundation – 28 June 2012

Posted on July 3, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Public sector innovation and local leadership in the UK and The Netherlands – JRF Joseph Rowntree Foundation – 28 June 2012

“Can civic leaders tackle social exclusion by engaging in radical public service innovation?

The current economic and political climate has little room for alternatives to cuts and austerity. However, radical initiatives which stress the importance of place-based leadership in advancing social inclusion are in development in the UK and elsewhere.

Exploring the role of place-based leadership in Bristol and Swindon in the UK, and Enschede in The Netherlands, the study found:

that the narrow vision of cutback management lacks wisdom.
that leaders with an emotional commitment to social inclusion enable innovation to flourish and can encourage others.
That ‘Innovation Stories’ recording practical experiences on the ground offer inspiration to other areas.

This study offers an alternative to the dominant ‘do more with less’ philosophy dominating public policy making in many EU countries. As such, it makes a valuable contribution to the debate about the nature of post-austerity society.”

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Better Care: An Analysis of Nursing and Healthcare System Outcomes – Canadian Health Services Research Foundation – 18 June 2012

Posted on June 27, 2012. Filed under: Chronic Disease Mgmt, Health Mgmt Policy Planning, Multidisciplinary Care | Tags: , , |

Better Care: An Analysis of Nursing and Healthcare System Outcomes – Canadian Health Services Research Foundation – 18 June 2012

Gina Browne, et al

“Key messages

Problems arise when circumstances in the world change and conventional wisdom does not.

The present federally funded Canadian healthcare system has been driven principally by insured physicians and hospitals providing acute and episodic care that is a poor match to the changing  demographics of persons with chronic disease living longer. The current health system consumes nearly one-half of provincial budgets.

There are solutions.

Recent analysis of 2005 expenditures by member countries of the Organisation for Economic Co-operation and Development on health and social services has empirically demonstrated that, after adjusting for overall gross domestic product per capita, it is the ratio of social service expenditures to health service expenditures that is better associated with improved outcomes in key health indicators and not the amount spent on health services.

Models of proactive, targeted nurse led care that focus on preventive patient self-management for people with chronic disease are either more effective and equally or less costly, or are equally effective and less costly than the usual model of care.

Additional key components of more effective and efficient healthcare models involve community based, nurse led models of care with an interdisciplinary team that includes the primary care physician. Such complex intervention requires specially trained or advanced practice nurses who supplement the care provided by physicians and other healthcare professionals. The proactive, comprehensive, coordinated model of community care is patient and family centered, targeted at community-dwelling individuals with complex chronic conditions and social circumstances.

Telemonitoring offers added effectiveness and efficiencies to healthcare, especially for remote populations.

The monitoring, evaluation and performance measurement system for the provision of healthcare should build on and link to pan-Canadian efforts already under way, such as the Longitudinal Health and Administrative Data Initiative.

Nurse-led models of care can be financed by costs averted from hospitals and emergency departments to home or community care. For example, after managing the current hospital caseload of patients awaiting alternative levels of care, the number of hospital beds could be reduced to free up funds for this reallocation of funding.

In Ontario alone, representing 37% of the Canadian population, independent reports estimate that millions of dollars could be saved in direct healthcare costs within one year by:

having nurses provide leading practices in home wound care
integrating nurse-led models of care to reduce high hospital readmissions by 10% for those with chronic conditions
providing 25% of palliative care in the home as opposed to in acute hospital settings
providing community care for patients in hospital designated as needing an alternative
providing proactive community care and patient self-management for those with congestive heart failure and other chronic conditions

Getting from problems to solutions is possible.”

… continues on the site

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A stitch in time – the future is integration – NHS Confederation – 21 June 2012

Posted on June 25, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

A stitch in time – the future is integration – NHS Confederation – 21 June 2012

“This Briefing looks at integration and collaboration in health and social care and highlights the benefits that an inclusive approach brings to the delivery of care in both sectors.

It includes examples of successful models of integration from within the UK, where NHS organisations are now working more effectively with other public sector providers as well as independent providers, and from Western Europe, where integration between the public and independent sectors is more widely accepted.

For many health economies developing and delivering integrated care is a priority to enable health and social care to keep pace with the changing demographics of national populations.

The UK is no exception and in order to meet the increasing demands on our health and social care systems a more inclusive approach to collaborative partnerships needs to become a commonplace, and standard, model of delivery. However, integration has never been a key feature in the traditional UK NHS model where silo working is still too prevalent.”

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Australia’s health 2012 – Australian Institute of Health and Welfare – 21 June 2012

Posted on June 22, 2012. Filed under: Health Mgmt Policy Planning, Health Status | Tags: |

Australia’s health 2012 – Australian Institute of Health and Welfare – 21 June 2012

” ‘Australia’s health 2012’ is the thirteenth biennial health report of the Australian Institute of Health and Welfare. It is the most comprehensive and authoritative source of national information on health in Australia. It provides answers to questions such as: – How healthy are Australians? – What major milestones affect health over the life course? – How can we protect and promote good health? – What are the major causes of illness? – How do we treat people who are sick? – Where do our health dollars come fromand where do they go? – Who works in health? – What is being done to find out more about our health?”

ISSN 1032-6138; ISBN 978-1-74249-305-3; Cat. no. AUS 156; 628pp

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Call to action: a strategic plan to improve organ and tissue donation and transplantation performance for Canadians – June 2012

Posted on June 22, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

Call to action: a strategic plan to improve organ and tissue donation and transplantation performance for Canadians – June 2012

Developed by Canada’s organ and tissue donation and transplantation communities in collaboration with Canadian Blood Services

“We are proud to present this strategic plan on behalf of Canada’s organ and tissue donation and transplantation (OTDT) communities. Three years in the making, the plan meets the requirement expressed by Canada’s governments to propose ways to improve OTDT performance in our country.

As Call to Action describes in detail, Canada can do better; despite numerous reviews in the past, and some areas of excellence across the country, performance nation-wide has remained unacceptably low and essentially unchanged for more than a decade. Canada’s governments clearly recognized this shortfall and, in  2008, directed Canadian Blood Services to develop and propose a practical, achievable solution in partnership with the OTDT communities—a solution that adds value to OTDT by avoiding duplication of existing services and acknowledging and building on what works well in provinces and territories across Canada.”

… continues

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Australian Charities and Not-for-profits Commission Taskforce. Implementation Report – June 2012

Posted on June 20, 2012. Filed under: Health Mgmt Policy Planning |

Australian Charities and Not-for-profits Commission Taskforce. Implementation Report – June 2012

Prepared by: The Australian Charities and Not-for-profits Commission ACNC Implementation Taskforce
ISBN 978-0-642-74822-5

Extract

“The ACNC is intended to be a one-stop shop for charities to streamline their regulatory and reporting interactions with government agencies. Key red tape reduction measures are intended. There will be the facility for registered charities to report once to the ACNC. Other government agencies will access information from the ACNC rather than repeatedly requesting it from the charities themselves. Further work will be done to clarify reporting requirements for individual charities so they are prepared for the revised reporting date of 1 July 2014.”

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A CEO Checklist for High-Value Health Care – prepared by Participants in the IOM Roundtable on Value & Science-Driven Health Care – June 2012

Posted on June 19, 2012. Filed under: Health Mgmt Policy Planning, Health Policy | Tags: , |

A CEO Checklist for High-Value Health Care – prepared by Participants in the IOM Roundtable on Value & Science-Driven Health Care – June 2012

Institute of Medicine
Delos Cosgrove, Michael Fisher, Patricia Gabow, Gary Gottlieb, George Halvorson, Brent James, Gary Kaplan, Jonathan Perlin, Robert Petzel, Glenn Steele, and John Toussaint

“As leaders of health care organizations, we are acutely aware of the pressures that rising health care costs place on individuals, employers, and the government, as we are of unacceptable shortfalls in the quality and effi ciency of care. But we have also learned, through experiences in our own institutions and through communication and collaboration with colleagues in others, that better outcomes at lower costs can be achieved through care transformation initiatives that yield improved results, more satisfi ed patients, and cultures of continuous learning. These transformation efforts have generated certain foundational lessons relevant to every CEO and Board member, and the health care delivery organizations they lead. We have assembled these lessons here as a A CEO Checklist for High-Value Health Care to describe touchstone principles, illustrated with case examples, central not only to our work to date, but to sustaining and reinforcing the system-wide transformation necessary for continuous improvement in the face of rapidly increasing pressures, demands, and market changes.

“This Checklist is intended to be a living and dynamic document, and we invite both suggestions to improve its utility and reach, and co-signing by our CEO colleagues who wish to support these strategies for effective, efficient, and continuously improving health care for all Americans.”

“Foundational elements
• Governance priority—visible and determined leadership by CEO and Board
• Culture of continuous improvement—commitment to ongoing, real-time learning

Infrastructure fundamentals
• IT best practices—automated, reliable information to and from the point of care
• Evidence protocols—effective, efficient, and consistent care
• Resource utilization—optimized use of personnel, physical space, and other resources

Care delivery priorities
• Integrated care—right care, right setting, right providers, right teamwork
• Shared decision making—patient–clinician collaboration on care plans
• Targeted services—tailored community and clinic interventions for resource-intensive patients

Reliability and feedback
• Embedded safeguards—supports and prompts to reduce injury and infection
• Internal transparency—visible progress in performance, outcomes, and costs”

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Healthcare 2010–11: Comparing performance across Australia – COAG Reform Council – released 14 June 2012

Posted on June 18, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Healthcare 2010–11: Comparing performance across Australia  – COAG Reform Council – 14 June 2012

Media release: Inequality still plagues Australian health system

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Progress report 2012: Health care renewal in Canada – Health Council of Canada – June 2012

Posted on June 6, 2012. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

Progress report 2012: Health care renewal in Canada – Health Council of Canada – June 2012

Extract from the foreword:

“What we call the Canadian health care system is, in reality, 14 different health care systems, each governed individually to meet the needs of its citizens. The 2003 First Ministers’ Accord on Health Care Renewal and the 2004 10-Year Plan to Strengthen Health Care were attempts to identify common priority areas shared by federal, provincial, and territorial governments, and to set out steps that needed to be taken to help improve the Canadian health care system as a whole.

Part of the Health Council of Canada’s mandate is to report on the progress made by the federal, provincial, and territorial governments since these accords. In this year’s report, we examine progress for five specific priority areas: home and community care, health human resources, telehealth, access to care in the North, and comparable health indicators. Another important part of our mandate is sharing innovative practices, so that governments, organizations, and the public can better understand what approaches are working, and why. In this report we have shone a spotlight on a number of innovative practices that reflect the spirit of innovation across the country.”

… continues

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The Canadian Health Care Debate: A Survey and Assessment of Key Studies – The Conference Board of Canada – May 2012

Posted on June 5, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

The Canadian Health Care Debate: A Survey and Assessment of Key Studies – The Conference Board of Canada – May 2012

Report by Gabriela Prada, Tamara Brown

“A review of the 18 major Canadian studies on how to reform health care identifies 432 recommendations that fall into seven broad themes—with more than half dealing with system management processes, and funding and financing.
Document Highlights

This report reviews 18 of these major studies, looking at the more than 400 recommendations that fall into seven broad themes:

system management approaches and processes;
funding and financial models; quality and value for money;
health human resources;
health promotion and disease prevention;
innovation and innovative technologies;
and access to care.

It examines the proposals for reform, how they were received, their impact, and the areas of consensus and critical gaps and opportunities that need to be explored in future research by the Conference Board’s newly formed Canadian Alliance for Sustainable Health Care.”

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Creating a culture of innovation – Institute for Research and Innovation in Social Services (IRISS) [UK] – May 2012

Posted on June 5, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Creating a culture of innovation – Institute for Research and Innovation in Social Services (IRISS) [UK] – May 2012

Extract from the executive summary

“IRISS’s project focused initially on two aims: to introduce individuals to using creativity tools in a project setting, and for individuals to design a process for ideas within their own organisations. As the project developed, different aims emerged. Firstly, that opportunities to discuss and learn about innovation were important to both groups, to enable them to understand how the tools could be applied in practice, and for informing them ahead of designing an innovation process for their organisation. Secondly, that tools that directly helped an individual be creative would not be useful without a way of sharing ideas and building supporting social networks. Thus, during project delivery the aims were amended to:

1. Designing a process for how innovation could happen in the organisation
2. Testing out and sharing tools for creativity and innovation
3. Introducing individuals to thinking on innovation”

… continues

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NHS Procurement: raising our game – 28 May 2012

Posted on May 31, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

NHS Procurement: raising our game – 28 May 2012

“Guidance aims to improve procurement across healthcare system

Guidance aimed at improving procurement across the healthcare system has been published by the Department of Health.

‘NHS procurement: raising our game’ sets out proposed actions for NHS trusts and the Department and focuses on taking immediate action to start tackling six key areas for improvements:

levers for change
transparency and data management
NHS standards of procurement
leadership, clinical engagement and reducing variation
collaboration and use of procurement partners
suppliers, innovation and growth

Read NHS Procurement: raising our game

This guidance is launched in advance of a procurement strategy planned for later in 2012 that will be developed following a wider call for evidence. It aims to start the journey to world class procurement by identifying those issues and actions that require immediate attention in order to lay the foundations for a fuller and further-reaching strategy later in the year.

In support, we are also publishing NHS Standards of Procurement, which will support trusts in understanding what good procurement looks like and in planning their improvements at a local level.

The standards can be used to identify what a trust’s areas of strengths and weakness are in their procurement and suggest ways in which they can start to monitor and measure improvements.

Read NHS Standards of Procurement

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Tried and tested End of Life Care Modelling Tools launched today – NHS National End of Life Care Programme – 22 May 2012

Posted on May 28, 2012. Filed under: Health Mgmt Policy Planning, Palliative Care, Workforce | Tags: , |

Tried and tested End of Life Care Modelling Tools launched today – NHS National End of Life Care Programme – 22 May 2012

“Eight early adopter sites across England have worked with the National End of Life Care Programme to trial a set of modelling tools to support end of life care commissioners and planners.

The updated tools are now freely available on the National End of Life Care Intelligence Network website together with a range of supporting materials, including workbooks and case studies from the early adopters.

There are three modelling tools:

The Cohort Model that identifies the end of life care needs of their population over a 10-year period
The Skills for Health Functional Analysis tool, which assesses workforce skills required to ensure quality end of life care provision
The Yorkshire & the Humber Co-Design Model, which assesses how many people dying in hospital could reasonably end life in an alternative care setting and provides costings for Alternative Care Pathways.

Together these tools:

provide analytical support to organisations aiming to achieve the vision of the National End of Life Care Strategy and the NHS QIPP agenda
provide commissioners and planners with a better understanding of local need for end of life care services and the competences required in the workforce and
model the expected impact of service redesign.

To view the tools, go to End of Life Care Models.”

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Producing Knowledge Syntheses that are Both Rigorous and Relevant to Policy-Makers – National Collaborating Centre for Healthy Public Policy [Canada] May 2012

Posted on May 25, 2012. Filed under: Health Mgmt Policy Planning, Health Policy, Public Hlth & Hlth Promotion |

Producing Knowledge Syntheses that are Both Rigorous and Relevant to Policy-Makers – National Collaborating Centre for Healthy Public Policy [Canada] May 2012

“The Centre was involved in presenting 3 different workshops on Tuesday April 3rd 2012 at The Ontario Public Health Conference (TOPHC). The Conference took place in Toronto from April 2nd to 4th, 2012.

In one workshop, Florence Morestin introduced the NCCHPP’s method for synthesizing knowledge about public policies. Producing Knowledge Syntheses that are Both Rigorous and Relevant to Policy-Makers is a workshop for public health practitioners who deal with public policies in the context of their work.”

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National evaluation of Department of Health’s integrated care pilots [UK] – March 2012, released 22 May 2012

Posted on May 25, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

National evaluation of Department of Health’s integrated care pilots [UK] – March 2012, released 22 May 2012

Author:    Ernst & Young, RAND Europe and the University of Cambridge

“Key messages

● While much of the wider literature focuses on ‘models’ of integrated care, we found that Integrated Care Pilots (ICPs) developed and implemented a loose collection of ‘integrating activities’ based on local circumstances. Despite the variations across the pilots, a number of aims were shared: bringing care closer to the service user; providing service users with a greater sense of continuity of care; identifying and supporting those with greatest needs; providing more preventive care; and reducing the amount of care provided unnecessarily in hospital settings.

● Most pilots concentrated on horizontal integration – e.g., integration between community-based services such as general practices, community nursing services and social services rather than vertical integration – e.g., between primary care and secondary care.

● Integrated care led to process improvements such as an increase in the use of care plans and the development of new roles for care staff. Staff believed that these process improvements were leading to improvements in care, even if some of the improvements were not yet apparent. A range of other improvements in care were reported by pilots following local evaluations. We have reported these but they  lie beyond the scope of the national evaluation.

● Patients did not, in general, share the sense of improvement. This could have been because the process changes reflected the priorities and values of staff (a so-called professionalisation of services); because the benefits had not yet become apparent to service users (‘too early to tell’); because of poor implementation; or because the interventions were an ineffective way to improve patient experience. We believe that the lack of improvement in patient experience was in part due to professional rather than user-driven change, partly because it was too early to identify impact within the timescale of the pilots, and partly because, despite having project management skills and effective leadership, some pilots found the complex changes they set for themselves were harder to deliver than anticipated. We also speculate that some service users (especially older patients) were attached to the pre-pilot ways of delivering care, although we recognise this may change over time.”

… continues

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Leadership and engagement for improvement in the NHS: Together we can – King’s Fund – 22 May 2012

Posted on May 23, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Leadership and engagement for improvement in the NHS: Together we can – King’s Fund – 22 May 2012

Summary

“The NHS faces a number of challenges – driving up quality of care, making significant productivity gains, ensuring the government’s reforms work. To meet these challenges, individuals and organisations need to rethink the way in which power and responsibility are shared within teams and organisations and  across the health and care system. Leaders need to cultivate a strong culture of engagement for patients and staff and to deploy a range of leadership styles and behaviours.

Leadership and engagement for improvement in the NHS: together we can makes the case for engaging staff, patients and boards and for building relationships across systems of care. Building on the work of The King’s Fund’s 2011 Leadership Commission, the 2012 review has taken evidence from a number of national and international experts. Their evidence makes a compelling case for leadership and engagement:”

… continues on the site

Press release: New style of NHS leadership could deliver better patient care and financial performance says The King’s Fund review

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Embedding of research into decision-making processes – WHO Alliance for Health Policy and Systems Research – April 2012

Posted on May 23, 2012. Filed under: Evidence Based Practice, Health Mgmt Policy Planning, Health Policy, Knowledge Translation, Research | Tags: |

Embedding of research into decision-making processes – WHO Alliance for Health Policy and Systems Research – April 2012

Adam D Koon, Devaki Nambiar, Krishna D Rao

Background paper commissioned by the Alliance for Health Policy and Systems Research to develop the WHO Health Systems  Research Strategy

“Objectives
This study is concerned with the uptake of research evidence in policy decisions for health and the factors which are conducive for this. Specifically, this study seeks to:

(a) Present a conceptual understanding of institutional embeddedness and apply it to the context of research in policy making in health. Further, through a review of the literature, document the institutional arrangements that facilitate the embedding of research use in the policy-making domain.

(b) Present country case studies to illustrate the embeddedness of research use in policy-making and the contextual and institutional factors that create enabling conditions for it.

We examine these questions from the perspective of the six WHO building blocks – service delivery, health workforce, information, medical products, financing and governance. Information is sourced from the existing literature and from country case studies.

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Measuring the Success of Medical Homes: Recommendations from the PCMH Evaluators’ Collaborative – Commonwealth Fund – 18 May 2012

Posted on May 21, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Measuring the Success of Medical Homes: Recommendations from the PCMH Evaluators’ Collaborative – Commonwealth Fund – 18 May 2012

“There are currently more than 90 commercial health plans, 42 states, and three federal initiatives testing the patient-centered medical home (PCMH) model. Yet, while elements of the medical home have been shown to be associated with better quality and lower cost, there are only a few high-quality, published evaluations of the impact of the PCMH model as a whole. There is an urgent need for rigorous data to strengthen the evidence base of the medical home as well as to improve implementation. In an effort to harness and share lessons from the many disparate medical home pilots and evaluations under way, The Commonwealth Fund established the Patient-Centered Medical Home Evaluators’ Collaborative in 2009.

The objectives of the Evaluators’ Collaborative are to:”

… continues on the site

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Australia’s public sector medical indemnity claims 2009-10 – AIHW – 18 May 2012

Posted on May 21, 2012. Filed under: Health Mgmt Policy Planning, Patient Safety | Tags: , |

Australia’s public sector medical indemnity claims 2009-10 – AIHW – 18 May 2012

“This report presents data on the number, nature and costs of public sector medical indemnity claims for 2005-06 to 2009-10, with a focus on 2009-10 claims. There were more new claims in 2009-10 (1,620) than in any of the three previous years (about 1,130 to 1,270 claims per year). As in previous years, the three health services most often implicated were Emergency department, General surgery and Obstetrics.”

ISSN 1833-7422; ISBN 978-1-74249-297-1; Cat. no. HSE 119; 117pp

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The Health System Measurement Project [Website] – US Department of Health and Human Services

Posted on May 16, 2012. Filed under: Health Informatics, Health Mgmt Policy Planning | Tags: |

The Health System Measurement Project [Website] – US Department of Health and Human Services

About the Project

The Health System Measurement Project brings together trend data on a limited set of key health system measures from multiple data sources to provide a picture of the status of the U.S. health system.

The Project focuses on ten critical dimensions of our health care system covering the availability, quality, and cost of care, the overall health of Americans, and the dynamism of the system. The Project examines the evolution of these aspects of our system over time. It also assesses the status of these dimensions of the system with respect to subgroups of the population, with a particular emphasis on vulnerable populations.

HHS’s Office of the Assistant Secretary for Planning and Evaluation has developed the Health System Measurement Project to ensure a robust monitoring system through which people inside and outside government can assess how the system is doing and identify areas that need improvement. One important purpose of the Project is to track the consequences of implementation of The Affordable Care Act across this broad set of dimensions of the health system.
About the Topical Areas

The measures are divided into the following ten topical areas:

Access to Care
Cost and Affordability
Coverage
Health Information Technology
Innovation
Population Health
Prevention
Quality
Vulnerable Populations
Workforce”

… continues

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Measuring and reporting on health system performance in Canada: Opportunities for improvement – Health Council of Canada – May 2012

Posted on May 9, 2012. Filed under: Health Mgmt Policy Planning | Tags: , , |

Measuring and reporting on health system performance in Canada: Opportunities for improvement – Health Council of Canada – May 2012

“The paper highlights the need for governments to set clear policy goals with both measurable health outcomes and supporting health indicators in order to hold health system leaders accountable for performance. The paper provides recommendations to governments, at the same time highlighting innovative practices across Canada and in the United Kingdom and Australia that can provide a way forward.”

Press Release: Improved performance reporting can lead to better accountability, says Health Council

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A Snapshot of Health Care in Canada as Demonstrated by Top 10 Lists, 2011 – Canadian Institute for Health Information – 2012

Posted on May 8, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

A Snapshot of Health Care in Canada as Demonstrated by Top 10 Lists, 2011 – Canadian Institute for Health Information – 2012

“The purpose of this publication is to provide an overview of health care use and resource demands. As questions rise about the sustainability of our health care systems in Canada, it is important to identify what our uses and needs are. By analyzing current health care data, we can ensure resources are being used in the best way possible.”

Table of Contents
Acknowledgements
Quiz Yourself
Introduction
Hospital Care
Reason for Hospitalization
Inpatient Procedures
Day Surgery
External Causes of Injury
Infectious Diseases
Cancer
Rehabilitation
Organ Transplants
Emergency Department Care
Main Problem for Visit
Mental Health Visits
Fracture Sites
Primary Care
Chronic Conditions
Caregiver Distress
Drugs
Total Expenditure
Rate of Use
Costs
Total Health Expenditure
Out-of-Pocket Payments
Inpatients
Physician Compensation
Health Personnel
Concluding Remarks
Definitions
CIHI Data Sources Used
Other Sources
Our Strategic Plan

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Factors that promote and hinder joint and integrated working between health and social care services – SCIE Research briefing 41 – May 2012

Posted on May 8, 2012. Filed under: Aged Care / Geriatrics, Health Mgmt Policy Planning, Mental Health Psychi Psychol | Tags: , , |

Factors that promote and hinder joint and integrated working between health and social care services – SCIE Research briefing 41 – May 2012

“The aim of this research briefing is to give people who provide and use social care services an overview of the research evidence for joint and integrated working by identifying and systematically describing:

different models of working between health and social care services at the strategic, commissioning and operational levels
evidence of effectiveness and cost-effectiveness
factors promoting and obstacles hindering the success of these models
the perspectives of people who use services and their carers.

This briefing updates a previous systematic review by Cameron and Lart1 that reported on the factors that promote and hinder joint working between health and social care services. Given their prominence in terms of policy debates about joint and integrated working, the briefing focuses on jointly-organised services for older people and people with mental health problems in the UK only. In line with the original review, papers have only been included in this briefing if:

they refer to an actual, rather than proposed, model of joint working
they include primary data
an evaluation of the model has been carried out.”

… continues

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Thinking about rationing – King’s Fund – 3 May 2012

Posted on May 4, 2012. Filed under: Health Economics, Health Mgmt Policy Planning | Tags: |

Thinking about rationing – King’s Fund – 3 May 2012

“Summary

Given the unprecedented financial pressures on the NHS, difficult decisions have to be made about how to allocate and use resources. It is important to be clear about the different rationing strategies employed and the various, often conflicting criteria used when judging the acceptability or otherwise of the decisions taken.

Thinking about rationing provides a guide to the practicalities and controversies surrounding the issue and identifies what is known about how it works in practice. It offers examples and illustrations, drawing on the available evidence and conversations with clinicians and managers.

Rationing can take various forms:”

… continues on the site

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Australian hospital statistics 2010-11 – Australian Institute of Health and Welfare – 30 April 2012

Posted on April 30, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Australian hospital statistics 2010-11 – Australian Institute of Health and Welfare – 30 April 2012

“Australian hospital statistics 2010-11 presents a detailed overview of Australia’s public and private hospitals. In 2010-11, there were 8.9 million separations from hospitals including: 4.9 million same-day acute separations; 3.5 million overnight acute separations; and about 367,000 sub-acute and non-acute separations. There were also 7.7 million non-admitted patient emergency services and almost 43 million outpatient services provided by public hospitals. Data on emergency department waiting times will be revised after the ACT supplies corrected data to the AIHW.”

ISSN 1036-613X; ISBN 978-1-74249-294-0; Cat. no. HSE 117; 450pp

Australia’s hospitals 2010-11 at a glance  – Australian Institute of Health and Welfare – 30 April 2012

“Australia’s hospitals 2010-11 at a glance provides information on Australia’s 1,340 public and private hospitals. In 2010-11, there were 8.9 million hospitalisations, including 2.2 million admissions involving surgery. Public hospitals provided 7.7 million non-admitted patient emergency services, with 70% of patients seen within recommended times for their triage category. This publication is a companion to Australian hospital statistics 2010-11. Data on emergency department waiting times will be revised after the ACT supplies corrected data to the AIHW.”

ISSN 1036-613X; ISBN 978-1-74249-293-3; Cat. no. HSE 118; 40pp.

Media release

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Ensuring Access to After-Hours Care – Commonwealth Fund – 4 April 2012

Posted on April 24, 2012. Filed under: Emergency Medicine, Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

Ensuring Access to After-Hours Care – Commonwealth Fund – 4 April 2012

by David Squires

“Urgent care needs are not confined to weekdays and work hours. Nonetheless, patients often have difficulty accessing care after hours without going to the emergency department, which in many circumstances can be an inappropriate and inefficient use of health care resources. Ensuring that patients have timely access to the appropriate level of care on nights and weekends has the potential to reduce unnecessary emergency department use; it can also ensure that patients receive patient-centered, efficient care.

According to past Commonwealth Fund International Surveys, after-hours care is particularly difficult to obtain in the U.S. without going to the emergency department. In recent years, several countries, including the Netherlands, Denmark, and Germany, have sought to expand access to after-hours care—often by transitioning from the traditional approach, in which practices designate someone to be “on-call,” to group-based or regional approaches. As the U.S. seeks to strengthen primary care, particularly through the development of patient-centered medical homes, it has a great deal to learn from these international models.”

… continues on the site

Looks at:
The Netherlands
Denmark
Germany

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Delivery Matters: The high costs of for-profit health services in Alberta – Parkland Institute – 10 April 2012

Posted on April 18, 2012. Filed under: Health Economics, Health Mgmt Policy Planning | Tags: , |

Delivery Matters: The high costs of for-profit health services in Alberta – Parkland Institute – 10 April 2012

Media release

“In Alberta and across Canada, the private for-profit healthcare sector is being positioned as a solution to wait times and the financial challenges facing the health care system. Consequently, for-profit delivery of healthcare is increasing. The provincial and federal governments are also increasingly referring to public healthcare as a publicly funded health system, under the premise that it does not matter who delivers the services. This report explores the implications of this trend with regards to costs, wait-times and other issues associated with healthcare delivery.”

… continues

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Producing Synergy in Collaborations: A Successful Hospital Innovation

Posted on April 3, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Producing Synergy in Collaborations: A Successful Hospital Innovation
Lise Corwin, J. Hope Corbin & Maurice B. Mittelmark
The Innovation Journal: The Public Sector Innovation Journal, Volume 17(1), 2012, article 5

Research Centre for Health Promotion, Faculty of Psychology, University of Bergen, Norway

Abstract

“Patient malnutrition in hospitals is common and impedes recovery. Part of the problem is that hospitals are organised around diagnosis and treatment, not for good nutrition. This paper describes a Norwegian hospital’s nutrition innovation that enhanced collaboration across and within the hospital hierarchy. The Bergen Model of Collaborative Functioning was the analysis framework for the study reported here. Success factors included having a clear mission, a sound implementation plan, leader commitment, trust and coordination, committed partners, clear structure, rules and roles, face-to-face communication, celebrating accomplishments underway, and utilising the surrounding context to give the innovation visibility and publicity.”

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Care home residents least likely to be hospitalised – Nuffield Trust – 29 March 2012

Posted on April 2, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

Care home residents least likely to be hospitalised – Nuffield Trust – 29 March 2012

“A new study by the Nuffield Trust linking the normally separate health and social care records of more than 133,055 people – aged 75 and over – has found that local authority funded care home residents had fewer hospital admissions than those receiving high intensity social care support in their own homes.

The results lend further support to the argument that cuts to social care budgets may lead to increased hospital admissions.

Writing for the Journal of Health Services Research and Policy, the analysts describe how their methods allow researchers to examine interactions between the two systems of care at the individual patient level. The study is believed to be the largest of its kind in the UK so far.”

… continues

Overlap of hospital use and social care in older people in England
Martin Bardsley et al
J Health Serv Res Policy 23 February 2012

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Saskatchewan Ministry of Health – Plan for 2012 – 2013 – March 2012

Posted on March 30, 2012. Filed under: Health Mgmt Policy Planning, Health Policy |

Saskatchewan Ministry of Health – Plan for 2012 – 2013

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Time for transformative change: a review of the 2004 Health Accord – Canada, Standing Senate Committee on Social Affairs, Science and Technology – March 2012

Posted on March 30, 2012. Filed under: Health Mgmt Policy Planning |

Time for transformative change: a review of the 2004 Health Accord – Canada, Standing Senate Committee on Social Affairs, Science and Technology – March 2012

“On January 31, 2011, the Minister of Health requested that the Standing Senate Committee on Social Affairs, Science and Technology initiate the second parliamentary review of the 10-Year Plan to Strengthen Health Care (10-Year Plan), an agreement reached by First Ministers on September 16, 2004 that focuses on federal/provincial/territorial (F/P/T) collaboration in the area of health care reform.”

… continues

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Department of Health [UK] Capability Action Plan for 2011-12 – 23 March 2012

Posted on March 27, 2012. Filed under: Health Mgmt Policy Planning | Tags: |

Department of Health [UK] Capability Action Plan for 2011-12  – 23 March 2012

The Department has published its latest Capability Review and action plan. The review, which is based on a self assessment, is intended to measure the Department’s capability in three broad areas:

leadership
strategy
delivery

The action plan will address the issues identified in the review and to improve the Department’s capability. Although the actions will support the delivery of our transformation and transition, they do not represent all the actions needed to deliver change.

Both the review and action plan have been subject to scrutiny by the Cabinet Office and discusion between the Head of the Civil Service, Sir Bob Kerslake, and Departmental representation from Una O’Brien, Sir David Nicholson and Catherine Bell.

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National Evaluation of the Department of Health’s Integrated Care Pilots. Final report – RAND Europe, Ernst & Young LLP, prepared for the Department of Health – March 2012

Posted on March 27, 2012. Filed under: Health Mgmt Policy Planning | Tags: , |

National Evaluation of the Department of Health’s Integrated Care Pilots [UK]. Final report – RAND Europe, Ernst & Young LLP, prepared for the Department of Health – March 2012

Key messages
● While much of the wider literature focuses on ‘models’ of integrated care, we found that Integrated Care Pilots (ICPs) developed and implemented a loose collection of ‘integrating activities’ based on local circumstances. Despite the variations across the pilots, a number of aims were shared: bringing care closer to the service user; providing service users with a greater sense of continuity of care; identifying and supporting those with greatest needs; providing more preventive care; and reducing the amount of care provided unnecessarily in hospital settings.
● Most pilots concentrated on horizontal integration – e.g., integration between community-based services such as general practices, community nursing services and social services rather than vertical integration – e.g., between primary care and secondary care.
● Integrated care led to process improvements such as an increase in the use of care plans and the development of new roles for care staff. Staff believed that these process improvements were leading to improvements in care, even if some of the improvements were not yet apparent. A range of other improvements in care were reported by pilots following local evaluations. We have reported these but they lie beyond the scope of the national evaluation.
● Patients did not, in general, share the sense of improvement.” … continues on the site

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Information based interventions for injury recovery – Sax Institute – February 2012

Posted on March 27, 2012. Filed under: Evidence Based Practice, Health Mgmt Policy Planning | Tags: , , |

Information based interventions for injury recovery – Sax Institute – February 2012

Collie, A., Palagyi, A., McClure, R., and Clay, F. Information Based Interventions for Injury Recovery: An Evidence Check – rapid review brokered by the Sax Institute for the Motor Accidents Authority of NSW, 2012.

“Executive Summary
Background
Vehicle-related traumatic injuries are a major public health problem. A leading cause of both morbidity and mortality, motor vehicle-related injuries cause a range of physical, cognitive and psychological disabilities that may seriously impact on the quality of life of affected individuals and their families. There is now substantial evidence that provision of compensation arising from personal injury, such as transport injury, causes harm. A number of local and international research studies now suggest that interaction with the compensation system itself is a source of frustration for those injured and may impact client outcomes. Conversely, within the cohort of people with compensable injury, compensation systems have a unique opportunity to positively impact the client‟s recovery by providing effective and efficient treatment and rehabilitation services, information and education to the injured person. Compensation authorities are well positioned to promote information and education based interventions to facilitate the recovery of injured persons following transport accidents. In this context it is important to review the academic literature regarding effective information and education based interventions for promoting recovery from injury to determine approaches that may be applicable in the Australian injury compensation setting.”

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