Health Mgmt Policy Planning

We have to stop meeting like this: what works in health and local government partnerships? – University of Birmingham School of Social Policy – 13 March 2012

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

We have to stop meeting like this: what works in health and local government partnerships? – University of Birmingham School of Social Policy – 13 March 2012

“New Health and Wellbeing Boards proposed as a key part of the Coalition’s reform package for the NHS must focus on patient outcomes rather than developing unnecessary processes and structures according to a new policy paper from the University of Birmingham’s leading health research unit the Health Services Management Centre.

In a paper entitled ‘We have to stop meeting like this: what works in health and local government partnerships?’, the authors argue that previous attempts to create partnership structures have tended to focus too much on issues of process and structure. If the new Boards are to avoid this trap they need to understand three key issues:

The importance of values and culture
The limits of relying on large-scale structural changes
The need to focus on outcomes for patients”

… continues

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Background Paper on Conceptual Issues Related to Health Systems Research to Inform a WHO Global Strategy on Health Systems Research – 29 February 2012

Posted on March 20, 2012. Filed under: Evidence Based Practice, Health Mgmt Policy Planning, Health Systems Improvement, Research | Tags: , |

Background Paper on Conceptual Issues Related to Health Systems Research to Inform a WHO Global Strategy on Health Systems Research – 29 February 2012

Steven J. Hoffman et al

“This paper was commissioned to provide a conceptual underpinning for the WHO Global Strategy on Health Systems Research that is currently under development. It reviews existing definitions, terms, conceptual models, taxonomies, standards, methods and research designs which describe the scope of health systems research as well as the barriers and opportunities that flow from them. It addresses each of the five main goals of the WHO Strategy on Research for Health, including organization, priorities, capacity, standards and translation.1 Any feedback would be greatly appreciated and can be sent by email to Steven Hoffman (hoffmans@mcmaster.ca).”

“Abstract
Health systems research is widely recognized as essential for strengthening health systems, getting cost-effective treatments to those who need them, and achieving better health status around the world. However, there is significant ambiguity and confusion in this field’s characteristics, boundaries, definition and methods. Adding to this ambiguity are major conceptual barriers to the production, reproduction, translation and implementation of health systems research relating to both the complexity of health systems and research involving them. These include challenges with generalizability, comparativity, applicability, transferability, standards, priority-setting and community diversity. Three promising opportunities exist to mitigate these barriers and strengthen the important contributions of health systems research. First, health systems research can be supported as a field of scientific endeavour, with a shared language, rigorous interdisciplinary approaches, cross-jurisdictional learning and an international society. Second, national capacity for health systems research can be strengthened at the individual, organizational and system levels. Third, health systems research can be embedded as a core function of every health system. Addressing these conceptual barriers and supporting the field of health systems research promises to both strengthen health systems around the world and improve global health outcomes.”

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Guidance for Evidence-Informed Policies about Health Systems – PLoS Medicine – series of articles – 2012

Posted on March 20, 2012. Filed under: Evidence Based Practice, Health Mgmt Policy Planning, Health Policy, Health Systems Improvement | Tags: |

Bosch-Capblanch X, Lavis JN, Lewin S, Atun R, Røttingen J-A, et al. (2012) Guidance for Evidence-Informed Policies about Health Systems: Rationale for and Challenges of Guidance Development. PLoS Med 9(3): e1001185. doi:10.1371/journal.pmed.1001185

Summary Points
Weak health systems hinder the implementation of effective interventions; policies to strengthen such systems need to draw on the best available evidence.
Health systems evidence is best delivered in the form of guidance embedded in policy formulation processes, but health systems guidance is poorly developed at present.
The translation of research on problems, interventions, and implementation into decisions and policies that affect how systems are organised is one challenge facing the development of health systems guidance.
The development of guidance that is timely and usable by the broad range of health systems stakeholders, and of methods to appraise the quality of health systems guidance, are additional challenges.
Further research is needed to adapt existing approaches (e.g., those used in clinical guidelines) to produce meaningful advice that accounts for the complexity of health systems, political systems, and contexts.
This is the first paper in a three-part series in PLoS Medicine on health systems guidance.

Lavis JN, Røttingen J-A, Bosch-Capblanch X, Atun R, El-Jardali F, et al. (2012) Guidance for Evidence-Informed Policies about Health Systems: Linking Guidance Development to Policy Development. PLoS Med 9(3): e1001186. doi:10.1371/journal.pmed.1001186

Summary Points
Contextual factors are extremely important in shaping decisions about health systems, and policy makers need to work through all the pros and cons of different options before adopting specific health systems guidance.
A division of labour between global guidance developers, global policy developers, national guidance developers, and national policy developers is needed to support evidence-informed policy-making about health systems.
A panel charged with developing health systems guidance at the global level could best add value by ensuring that its output can be used for policy development at the global and national level, and for guidance development at the national level.
Rigorous health systems analyses and political systems analyses are needed at the global and national level to support guideline and policy development.
Further research is needed into the division of labour in guideline development and policy development and on frameworks for supporting system and political analyses.
This is the second paper in a three-part series in PLoS Medicine on health systems guidance.

Guidance for Evidence-Informed Policies about Health Systems: Assessing How Much Confidence to Place in the Research Evidence – PLoS Medicine – 20 March 2012

Simon Lewin
Summary Points
“Assessing how much confidence to place in different types of research evidence is key to informing judgements regarding policy options to address health systems problems.
Systematic and transparent approaches to such assessments are particularly important given the complexity of many health systems interventions.
Useful tools are available to assess how much confidence to place in the different types of research evidence needed to support different steps in the policy-making process; those for assessing evidence of effectiveness are most developed.
Tools need to be developed to assist judgements regarding evidence from systematic reviews on other key factors such as the acceptability of policy options to stakeholders, implementation feasibility, and equity.
Research is also needed on ways to develop, structure, and present policy options within global health systems guidance.
This is the third paper in a three-part series in PLoS Medicine on health systems guidance.”

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The National Institute for Health Research Leadership Programme: An evaluation of programme progress and delivery – RAND – 2012

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

The National Institute for Health Research Leadership Programme: An evaluation of programme progress and delivery – RAND – 2012

by Molly Morgan Jones, Watu Wamae, Caroline Viola Fry, Tom Kennie, Joanna Chataway

“RAND Europe evaluated the National Institute for Health Research Leadership Programme in an effort to help the English Department of Health consider the extent to which the programme has helped to foster NIHR’s aims, extract lessons for the future, and develop plans for the next phase of the leadership programme. Successful delivery of high-quality health research requires not only an effective research base, but also a system of leadership supporting it. However, research leaders are not often given the opportunity, nor do they have the time, to attend formal leadership or management training programmes. This is unfortunate because research has shown that leadership training can have a hugely beneficial effect on an organisation. Therefore, the evaluation has a particular interest in understanding the role of the programme as a science policy intervention and will use its expertise in science policy analysis to consider this element alongside other, more traditional, measures of evaluation.”

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Bringing Networks to Life – An RCPCH guide to implementing Clinical Networks – Networks for children’s health services – March 2012

Posted on March 13, 2012. Filed under: Child Health / Paediatrics, Health Mgmt Policy Planning |

Bringing Networks to Life – An RCPCH guide to implementing Clinical Networks – Networks for children’s health services – March 2012

“As health policy across the UK increasingly looks to supporting new models of service planning across clinical and geographical boundaries, it is important that the benefits of integration, networks of care and partnership working are exploited to deliver high quality care to children according to their needs.

The documents and links below set out the College’s position on networks and provide some examples of effective joint working in particular specialities.”

… continues on the site

Royal College of Paediatrics and Child Health

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Promoting Your Public Report: A Hands-on Guide – Agency for Healthcare Research and Quality [US] – February 2012

Posted on March 6, 2012. Filed under: Health Mgmt Policy Planning, Patient Participation | Tags: , |

Promoting Your Public Report: A Hands-on Guide – Agency for Healthcare Research and Quality [US] – February 2012

“This toolkit is designed to help communities increase awareness and use of their public reports by consumers and other important audiences. The suggested approaches and template materials are intended for use with the media, both in traditional settings (e.g., printed newspapers, radio broadcasts) and online avenues (e.g., news Web sites, blogs). The materials have been compiled for modification and use by Chartered Value Exchanges and others who produce public reports comparing health care quality, cost, patient experience, and other aspects of value.

Purpose

The suggested approaches and template materials in this toolkit are intended for use with the media, both in traditional settings (printed newspapers, broadcasts on radio and television) and online avenues (news Web sites, bloggers and podcasters, social media). The materials have been compiled for modification and use by Chartered Value Exchanges and others who produce public reports comparing health care quality, cost, patient experience, and other aspects of value. The intent is to help communities increase awareness and use of their public reports by consumers and other important audiences in each local community.”

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Rationing health care: is it time to set out more clearly what is funded by the NHS? – Nuffield Trust – 27 February 2012

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

Rationing health care: is it time to set out more clearly what is funded by the NHS? – Nuffield Trust – 27 February 2012

…”Rationing health care: is it time to set out clearly what is funded by the NHS? by Dr Benedict Rumbold, Vidhya Alakeson and Professor Peter Smith, examines both the feasibility, and the advantages and disadvantages, of setting out explicitly the care patients are entitled to, in the form of a nationally specified NHS ‘benefits package’.

It draws on the experience of countries that have sought to explicitly define the health care benefits that their publicly-funded health systems will pay for.

The report outlines the current system in which decisions for determining which treatments are funded by the NHS are arrived at implicitly. It makes several recommendations for how the system could be improved. These include:

Establishing a set of principles that would shape how public money is spent in the NHS;
Producing a national list of the treatments that public money should not be spent on in the NHS (unless there are exceptional circumstances);
Ensuring that decision-making by clinical commissioning groups is transparent.”

… continues on the site

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Health policy and systems research: a methodology reader – WHO – 2012

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

Health policy and systems research: a methodology reader – WHO – 2012

edited by Lucy Gibson   ISBN 978 92 4 150313 6

“What does this Reader offer?

Health Policy and Systems Research (HPSR) is often criticized for lacking rigour, providing a weak basis for generalization of its findings and, therefore, offering limited value for policy-makers. This Reader aims to address these concerns through supporting action to strengthen the quality of HPSR.

The Reader is primarily for researchers and research users, teachers and students, particularly those working in low- and middle-income countries (LMICs). It provides guidance on the defining features of HPSR and the critical steps in conducting research in this field. It showcases the diverse range of research strategies and methods encompassed by HPSR, and it provides examples of good quality and innovative HPSR papers.

The production of the Reader was commissioned by the Alliance for Health Policy and Systems Research (the Alliance) and it will complement its other investments in methodology development and postgraduate training.”

… continues

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A Progressive Approach to Accessible Housing – Housing LIN – 2 February 2012

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

A Progressive Approach to Accessible Housing – Housing LIN – 2 February 2012

“This new Housing LIN Viewpoint no 22 is by a co-author of the influential HAPPI report. Written by Julia Park, Levitt Bernstein Architects, she proposes a way of accommodating accessible housing within a more progressive approach to building design and related standards that can meet a diverse range of housing needs. This is ‘in tune’ with current review of standards/regulations and the Viewpoint makes the case for how standards relating to accessibility such as Part M, Lifetime Homes, Wheelchair Housing Design, Extra Care, HAPPI or other locally adopted criteria could all ‘nestle’ in a more streamlined standards framework.

The Viewpoint articulates a three tier approach which Julia argues provides a more cost effective and rationalised way to create a better balance of new accessible housing supply in local communities and, as a result, a better fit for those who want to rent or purchase accessible accommodation in their neighbourhoods that meets their specific requirements, lifestyle choices and/or future needs.”

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Building on Progress: Where next for organ donation policy in the UK? – British Medical Association – 13 February 2012

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

Building on Progress: Where next for organ donation policy in the UK? – British Medical Association – 13 February 2012

“This report documents the changes that have taken place since the Organ Donation Taskforce published its report in January 2008. It records the significant improvements that have been made to the infrastructure and the projected 34% increase in donation rates over the four years to April 2012. The report notes, however, that even if the Taskforce’s target of a 50% increase in donation rates by 2013 is achieved, people will still be dying unnecessarily while waiting for an organ.

We believe that, as a society, we now need to decide whether we should be satisfied that we have done all we can or whether we should seek to build on what has already been achieved by shifting out attention to additional ways of increasing the number of organ donors.

The report examines a range of options that have been suggested for increasing the number of donors including a system of mandated choice, reciprocity, a regulated market or paying the funeral expenses of those who sign up to the Organ Donor Register and subsequently donate organs. The report also explains why we remain convinced that an opt-out system with safeguards is the best option for the UK.

We hope this report will facilitate debate about where we should be heading with public policy on organ donation in the UK.”

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Implementation plan for restructuring Queensland Health – KPMG – 19 January 2012

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

Implementation plan for restructuring Queensland Health – KPMG – 19 January 2012

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Commission on the Reform of Ontario’s Public Services – Drummond Commission – February 2012

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

News release

Commission on the Reform of Ontario’s Public Services – Drummond Commission – February 2012

Chapter 5: Health

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The National Inquiry into Ethical Decision Making in the NHS – Centre for Innovation in Health Management – 2012

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

The National Inquiry into Ethical Decision Making in the NHS – Centre for Innovation in Health Management – 2012

“CIHM’s third National Inquiry, this time into Organisational Decision Making in the NHS has highlighted the need for more resources on ethical decision-making at a senior management level.

The major output from this research is a checklist for ethical decision-making, which we recommend implementing in real situations. It is only through practice that NHS staff can improve their ethical decision-making.

In our report we have set out some simple, practical advice that can help NHS organisations to make better, more effective ethical decisions. We have also have looked in detail at specific ethical issues – fairness, justice, equity, equality, openness, honesty, transparency – which will play a role in decisions made by all trusts at some point.

The report is particularly relevant for NHS senior managers and Board members although all those within the NHS who are making strategic and organisational decisions may find it of value. The check list in the report can be used to influence decision-making at all levels of the organisation. Wherever there is an element of ethical complexity to the decision in question, we think these considerations are important, and the checklist is intendeds to be flexible enough to be used in a number of different contexts.”

… continues on the site

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Ontario’s Action Plan For Health Care. Better patient care through better value from our health care dollars – 30 January 2012

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

Ontario’s Action Plan For Health Care. Better patient care through better value from our health care dollars – 30 January 2012

“Let’s make healthy change happen”

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Better Value for Money in Healthcare: European Lessons for Canada – CD Howe Institute – January 2012

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

Better Value for Money in Healthcare: European Lessons for Canada – CD Howe Institute – January 2012

by Åke Blomqvist and Colin Busby

This commentary from the C.D. Howe Institute maintains that Canadian health care would benefit from a serious look at European countries’ efforts to align incentives to encourage better performance. Health systems in the U.K. and The Netherlands have undergone reforms to attain greater value for money while continuing to adhere to equity principles similar to Canada’s.

isbn 978-0-88806-859-0
issn 0824-8001 (print)
issn 1703-0765 (online)

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Leadership and management for all doctors – General Medical Council [UK] – January 2012

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

Leadership and management for all doctors – General Medical Council [UK] – January 2012

“Leadership and management for all doctors (2012) sets out the wider management and leadership responsibilities of all doctors in the workplace, including:

responsibilities relating to employment issues
teaching and training
planning, using and managing resources
raising and acting on concerns
helping to develop and improve services.”

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Were massive reforms necessary to save the NHS? Inquiry into the NHS Health Reforms – All Party Parliamentary Group, Primary Care & Public Health – January 2012

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

Were massive reforms necessary to save the NHS? Inquiry into the NHS Health Reforms – All Party Parliamentary Group, Primary Care & Public Health – January 2012

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Code of Conduct for Healthcare Managers – Good Governance Institute [UK] – 25 January 2012

Posted on February 3, 2012. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning | Tags: |

Code of Conduct for Healthcare Managers – Good Governance Institute [UK] – 25 January 2012

“GGI supports the new Code of Conduct for Healthcare Managers, launched today (25th January 2012) by the Institute of Healthcare Management (IHM). Working with the Medical Royal Colleges, the RCN and others IHM’s new Code of Conduct lays out expected behaviours from those managing healthcare services, and GGI commends all boards to ensure that their own managements have signed up to these.”

… continues on the site

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Report on Government Services 2012 – Productivity Commission – 31 January 2012

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

Report on Government Services 2012 – Productivity Commission – 31 January 2012

“This report was released on 31 January 2012. 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). These are not part of the printed report but are available on this web page. An errata has been issued with the report.”

Part E (Health)
Health sector summary
Summary, attachment tables and DQI’s (PDF – 1145 Kb)
Attachment tables only (XLS – 884 Kb)
Chapter 10 Public Hospitals
Chapter, attachment tables and DQI’s (PDF – 1315 Kb)
Attachment tables only (XLS – 1886 Kb)
Chapter 11 Primary and community health
Chapter, attachment tables and DQI’s (PDF – 2057 Kb)
Attachment tables only (XLS – 1346 Kb)
Chapter 12 Mental health management
Chapter, attachment tables and DQI’s (PDF – 986 Kb)
Attachment tables only (XLS – 1070 Kb)

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Private Health Insurance: High in cost and low in equity – Centre for Policy Development – January 2012

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

Private Health Insurance: High in cost and low in equity – Centre for Policy Development – January 2012

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Beyond the Hospital Walls: Activity Based Funding Versus Integrated Health Care Reform – Canadian Centre for Policy Alternatives – January 2012

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

Beyond the Hospital Walls: Activity Based Funding Versus Integrated Health Care Reform – Canadian Centre for Policy Alternatives – January 2012

by Marcy Cohen, Margaret McGregor, Iglika Ivanova, Chris Kinkaid
ISBN: 978-1-926888-93-4

“Debate about the changed needed to encourage better, more cost-effective health care in Canada heated up over the past year, spurred by anticipated negotiations on a new Health Accord between the federal and provincial governments.

This paper examines two policy options now being introduced in BC, both of which are relevant to other provinces; the first a more integrated approach to health care, and the second a new model for hospital funding known as activity based funding.

Under activity based funding, or ABF, health care providers like hospitals are funded based on the number and type of “activities” they actually perform. In the case of BC, the focus is primarily on encouraging hospitals to carry out more surgical procedures. For these services ABF replaces global funding, which gives health care providers a set budget each year.

We review the international evidence about the effectiveness of these two approaches, and propose concrete recommendations for BC to pursue in the coming years.”

Summary

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Four Hour Rule Program. Progress and Issues Review – WA Health – December 2011

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

Four Hour Rule Program. Progress and Issues Review – WA Health – December 2011

by Professor Bryant Stokes AM
ISBN: 978-1-921841-04-0

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Service-line management. Can it improve quality and efficiency? – King’s Fund – 26 January 2012

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

Service-line management. Can it improve quality and efficiency? – King’s Fund – 26 January 2012

“Summary

At a time when hospitals are under pressure to improve quality and make productivity savings, they need to find tools to support them. Service-line management (SLM) and service-line reporting (SLR) offer one approach. Service-line management is a system in which a hospital trust is divided into specialist clinical areas that are then managed, by clinicians, as distinct operational units. SLM enables clinicians and managers to plan service activities, set objectives and targets, monitor financial and operational activity and manage performance. Service-line reporting provides the necessary data on financial performance, activity, quality and staffing.

Service-line management: Can it improve quality and efficiency? presents the findings from a series of interviews with staff at seven NHS trusts that are using SLM or SLR, revealing how they are implementing this approach and identifying what helps and what hinders this way of working.

The paper outlines a number of important issues for trusts to consider when introducing SLM.”

… continues on the site

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Mapping the Gaps. Ideas for Using GIS to Enhance Local Health Department Priority Setting and Program Planning – RAND – 2011

Posted on January 18, 2012. Filed under: Health Mgmt Policy Planning, Public Hlth & Hlth Promotion | Tags: |

Mapping the Gaps. Ideas for Using GIS to Enhance Local Health Department Priority Setting and Program Planning – RAND – 2011

by Malcolm Williams, Tamara Dubowitz, Dawn Jacobson, Kristin J. Leuschner, Lisa Miyashiro, Elizabeth D. Steiner, Margaret M. Weden

“To determine whether the services they provide are meeting population needs, local health departments (LHDs) use a variety of formal and informal assessments, including community health assessments and communitywide health-improvement plans. Despite these efforts, the services do not always meet the needs, for a variety of reasons, including competing funding priorities, political mandates, and natural shifts in population makeup and health concerns. Geographic information system (GIS) mapping software provides a promising tool to enhance priority-setting and resource allocation for LHDs by displaying complex geospatial information in an integrated and visual way, enabling staff to compare the geographic distribution of population health in a community (i.e., where services are needed) with the geographic distribution of LHD programs and expenditures (i.e., where services are provided). Using such an approach, LHDs can identify gaps between program services and community health needs. This report presents findings from interviews with 65 staff at four LHDs and three case studies to test potential solutions for how maps can be used to address the gaps between public health needs and LHD services. It describes options for accessing easy-to-use, no-cost GIS data and tools and suggests ways in which LHDs can integrate new GIS approaches into their activities.”

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Provincial and Territorial Health System Priorities: An Environmental Scan – Canadian Health Services Research Foundation – 17 December 2011

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

Provincial and Territorial Health System Priorities: An Environmental Scan – Canadian Health Services Research Foundation – 17 December 2011

by Brasset-Latulippe, Anne; Verma, Jennifer; Mulvale, Gillian; Barclay, Kevin

“Healthcare in Canada is decentralized into 14 health systems—13 provinces and territories and the Federal Government. Each of these involves a mixture of urban, rural and remote settings, all facing competing priorities and constrained budgets. A recent analysis shows that health spending is rising faster than the rate of economic growth.i In this context, along with the approaching expiry of the 10-Year Plan to Strengthen Health Care (2004), the Canadian Health Services Research Foundation (CHSRF) recognizes that this is a critical time to examine questions of health system sustainability, accessibility, quality and responsiveness.

As such, CHSRF undertook an environmental scan to explore the shared values and principles, goals and key health policy issues across provinces and territories. The scan used a framework analysis approach,ii examining strategic planning documents for the period of 2008-2011 that were available during the analysis—February-March 2011. At the same time, CHSRF consulted with senior policy-makers across provinces and territories in ministries of health, intergovernmental affairs and finance. This summary presents key findings from the framework analysis and face-to-face meetings.”

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Can NHS hospitals do more with less? – Nuffield Trust – 12 January 2012

Posted on January 13, 2012. Filed under: Health Economics, Health Mgmt Policy Planning | Tags: , , |

Can NHS hospitals do more with less? – Nuffield Trust – 12 January 2012

“The NHS is facing a period of financial constraint, with providers charged with delivering four per cent efficiency savings per year up until 2015. While this can be seen as an opportunity to stimulate NHS providers to think differently about how they work to deliver services and to extract the necessary efficiencies, the scale of the challenge is unprecedented.

Against this backdrop, the Nuffield Trust commissioned a study into the factors known to impact on hospital efficiency. The resulting report, Can NHS hospitals do more with less?, by Jeremy Hurst and Sally Williams, draws on a review of UK and international research studies and a survey of senior managers and clinicians at NHS trusts.

The report contains recommendations on how hospitals can increase efficiency. It identifies the key determinants of technical efficiency in hospitals, which include: leadership, management and staff engagement; technology adoption; hospital operational processes; staff productivity; and the external policy environment.”

… continues

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Integrated care for patients and populations: Improving outcomes by working together – King’s Fund – 5 January 2012

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

Integrated care for patients and populations: Improving outcomes by working together – King’s Fund – 5 January 2012

A report to the Department of Health and the NHS Future Forum

by Nick Goodwin, Judith Smith, Alisha Davies, Claire Perry, Rebecca Rosen, Anna Dixon, Jennifer Dixon, Chris Ham

“Summary

Integrated care is essential to meet the needs of the ageing population, transform the way that care is provided for people with long-term conditions and enable people with complex needs to live healthy, fulfilling, independent lives. In its June 2011 summary report, the NHS Future Forum stated: ‘we need to move beyond arguing for integration to making it happen’.

The NHS Future Forum’s report built on the ideas that The King’s Fund and the Nuffield Trust presented as part of the government’s listening exercise on the Health and Social Care Bill.

In response, the Department of Health approached The King’s Fund and Nuffield Trust for help in supporting the development of its national strategy on integrated care and to feed ideas directly into the ongoing work of the NHS Future Forum.

Our resulting report examines:

the case for integrated care
what current barriers to integrated care need to be overcome and how
what the Department of Health can do to provide a supporting framework to enable integrated care to flourish
options for practical and technical support to those implementing integrated care, including approaches to evaluating its impact.”

… continues on the site

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NHS Outcomes Framework indicators – Autumn 2011 release, England – 16 December 2011

Posted on December 20, 2011. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning | Tags: , , |

NHS Outcomes Framework indicators – Autumn 2011 release, England – 16 December 2011

“Summary

The NHS Outcomes Framework indicators form part of the NHS Outcomes Framework, which will:

1.provide national level accountability for the outcomes the NHS delivers
2.drive transparency, quality improvement and outcome measurement throughout the NHS.”

 

 

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P3M Resource Centre – NHS – new website on portfolio, programme and project management (P3M)

Posted on December 20, 2011. Filed under: Health Mgmt Policy Planning, Health Systems Improvement, Workforce | Tags: |

P3M Resource Centre – NHS – new website on portfolio, programme and project management (P3M)

“NHS organisations are planning for change, so the need for effective portfolio, programme and project management (P3M) is more apparent than ever. This Resource Centre brings together all the support materials and tools needed to improve P3M practice and skills in the NHS.”

How P3M can help your business
Organisational Capability
Organisational Capacity
Workforce development
Implementing and improving P3M practice
Introduction to P3M

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Competition, integration and incentives: the quest for efficiency in the English NHS – Nuffield Trust – December 2011

Posted on December 15, 2011. Filed under: Health Economics, Health Mgmt Policy Planning | Tags: |

Competition, integration and incentives: the quest for efficiency in the English NHS – Nuffield Trust – December 2011
by Professor Alan Garber

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Working together to save lives. The organ donation taskforce implementation programme’s final report, 2011 [UK] – 13 December 2011

Posted on December 14, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Working together to save lives. The organ donation taskforce implementation programme’s final report, 2011 [UK] – 13 December 2011

Pages: 42

“This is the final report of the Taskforce’s Programme Delivery Board and records activity up to March 2011 in achieving the 14 recommendations published in the 2008 report, Organs for transplants: a report from the Organ Donation Taskforce.”

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Improving health and health care in London. Who will take the lead? – King’s Fund – 13 December 2011

Posted on December 13, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Improving health and health care in London. Who will take the lead? – King’s Fund – 13 December 2011

Summary
“For more than 100 years, reviews of health care in London have highlighted the poor health of the population in some areas, variations in the quality of primary care, and inappropriate configuration of hospital services. The most recent review, led by Ara Darzi, set out some proposals for change, many of which were implemented by NHS London. However, the coalition government has halted these reforms and offered different criteria for change.

Many of the historical problems remain and the crucial question, highlighted by The King’s Fund’s latest report is:  who will take the lead in improving health and health care in London? London is at risk of operating within a strategic vacuum following the abolition of London’s strategic health authorities by April 2013. This report suggests there needs to be much greater clarity of roles and responsibilities within the reformed structure to avoid ambiguity and confusion.

The particular challenges for London are:”

… continues

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Protecting and promoting patients’ interests: the role of Sector Regulation – Department of Health [UK] – 1 December 2011

Posted on December 9, 2011. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning |

Protecting and promoting patients’ interests: the role of Sector Regulation – Department of Health [UK] – 1 December 2011

“The purpose of this document is to provide briefing for Peers on the Government’s proposals for sector regulation in the NHS, as set out in Part 3 of the Health and Social Care Bill (the Bill).”

“Robust sector regulation would establish clear standards and rules to protect patients’ interests in the provision of NHS services; strengthen incentives for providers to improve the quality of the services they provide; and, secure continuity of services where necessary.

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Joining up health and social care – Audit Commission [UK] – 1 December 2011

Posted on December 9, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Joining up health and social care – Audit Commission [UK] – 1 December 2011

Improving value for money across the interface

“At a time when the whole of the public sector must find significant savings, the report says that integrated working across health and social care offers opportunities for efficiencies and improvements to services. Without it, there is a risk of duplication and ‘cost-shunting’ where savings made by one organisation or sector create costs for others. And a lack of integrated working means that people are less likely to receive the best care.

But the briefing also finds that the NHS and councils have made patchy progress in improving this joint working across health and social care.

The briefing offers guidance to local partnerships, setting out a list of questions to consider, and suggestions for interventions that might help. Case studies show how some areas have embraced partnership working and used local data and benchmarking to establish how and where to make improvements.

NHS and social care partnerships can benchmark their performance against others by using the tool that accompanies the briefing.”

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Governing public hospitals. Reform strategies and the movement towards institutional autonomy – WHO European Observatory on Health Systems and Policies – 2011

Posted on December 9, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Governing public hospitals. Reform strategies and the movement towards institutional autonomy – WHO European Observatory on Health Systems and Policies – 2011

Edited by Richard B. Saltman, Antonio Durán and Hans F.W. Dubois
Observatory Studies Series No. 25
2011, xvi + 260 pages
ISBN 978 92 890 0254 7

“Governance of public hospitals in Europe is changing. Individual hospitals have been given varying degrees of semi-autonomy within the public sector and empowered to make key strategic, financial, and clinical decisions themselves. This study explores the major developments and their implications for national and European health policy.

The study focuses on hospital-level decision-making and draws together both theoretical and practical evidence. It includes an in-depth assessment of eight different country models of semi-autonomy, in the Czech Republic, England, Estonia, Israel, the Netherlands, Norway, Portugal and Spain.

The evidence that emerges throws light on the shifting relationships between public-sector decision-making and hospital-level organizational behaviour and will be of real and practical value to those working with this increasingly important and complex mix of approaches.”

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Releasing Potential: Women Doctors and Clinical Leadership – 17 November 2011

Posted on December 9, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Releasing Potential: Women Doctors and Clinical Leadership – 17 November 2011

“While figures show that across England the number of female clinicians in leadership roles at emerging CCGs is very low, today (7 November 2011) NHS Midlands and East is setting out a range of solutions based on research undertaken by GP and Consultant in Public Health Dr Penny Newman. This research Releasing Potential: Women Doctors and Clinical Leadership was undertaken by Dr Newman as part of the east of England Senior Clinical Leaders Programme and supported by a bursary from the NHS National Leadership Council.”

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Innovation, health and wealth – Department of Health [UK] – 5 December 2011

Posted on December 9, 2011. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

Innovation, health and wealth – Department of Health [UK] – 5 December 2011

“Innovation Health and Wealth, Accelerating Adoption and Diffusion in the NHS, sets out an integrated set of measures that together will support the adoption and diffusion of innovation across the NHS and sets a delivery agenda that will significantly ramp up the pace and scale of change and innovation.”

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Winning Conditions to Improve Patient Experiences: Integrated Healthcare in Ontario – Change Foundation – November 2011

Posted on December 7, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

Winning Conditions to Improve Patient Experiences: Integrated Healthcare in Ontario – Change Foundation – November 2011

“In this report, The Change Foundation offers its best advice on how Ontario can move closer to an integrated health system and improve the experience of  individuals and caregivers. It is based on work conducted and commissioned by the Foundation and on published research. It draws on what we have learned from other jurisdictions, and is informed by discussions with government officials, policy experts, regional planners and, most importantly, individuals and caregivers.”

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The Canada We Want in 2020: towards a strategic policy roadmap for the federal government – November 2011

Posted on December 6, 2011. Filed under: Health Mgmt Policy Planning |

The Canada  We Want  in 2020: towards a strategic policy roadmap for the federal government – November 2011

“Canada 2020 contends that there are five fundamental, inter-related challenges confronting the country which require strategic political leadership and policy action from the federal government.”
1 Increasing innovation and productivity
2 Rising to meet the Asia challenge
3 Squaring the carbon circle
4 Reducing income disparities and polarization
5 Securing our health system for the future

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Strengthening Health Systems Through Innovation: Lessons Learned – Ivey – International Centre for Health Innovation – November 2011

Posted on December 6, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Strengthening Health Systems Through Innovation: Lessons Learned – Ivey – International Centre for Health Innovation – November 2011

Extract from the introduction

“Every developed country in the world is challenged by the increasing demands for health services and the rising costs of health care associated with rapid advances in technology and aging populations. Canada is facing similar challenges, yet has made less progress in meeting these demands when compared to other developed countries. The question is: how can Canada learn from other countries in order to more adequately prepare for the future of growing demands on health systems? The purpose of this white paper is to examine the progress made within the health systems of seven comparator countries so we may learn how they have been able to help meet population health needs more effectively and make progress in health system redesign and transformation.

The seven comparator countries selected for this analysis and learning opportunity are countries often profiled in comparative research on health system quality and sustainability. The countries included in the analysis presented herein are: the United Kingdom (U.K.), Australia, Germany, Netherlands, France, Switzerland, and the United States (U.S.). These countries have demonstrated progress and achievements in using innovation to transform health systems and are commonly compared to Canada on quality of outcomes and innovation.”

… continues

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Good health at low cost 25 years on – London School of Hygiene & Tropical Medicine – November 2011

Posted on November 28, 2011. Filed under: Health Mgmt Policy Planning, Health Status, Public Hlth & Hlth Promotion | Tags: |

Good health at low cost 25 years on – London School of Hygiene & Tropical Medicine – November 2011

“Why do some low and middle income countries manage to achieve good health outcomes while others fail? What factors drive improvements in the health system and in access to primary health care? How can we act on the social determinants of health in cash-strapped economies?

These questions are as relevant today as they were in 1985 when the Rockefeller Foundation published what was to become a seminal report – Good health at low cost. The report explored why some low and middle income countries achieved better health outcomes than others, making Good health at low cost essential reading for health systems decision- and policy-makers alike.

This new edition of Good health at low cost 25 years on draws on a series of new case studies from Bangladesh, Ethiopia, Kyrgyzstan, Tamil Nadu and Thailand providing fresh insights into the role of effective institutions, innovation and country ownership in catalysing improvements in health.

New challenges such as increasing urbanisation, a growing private sector and an upsurge in non-communicable diseases suggest that both learning from the past and new thinking are required to strengthen health systems. This edition provides both and is a vital resource for academics, policy-makers and practitioners grappling with how to improve health in low and middle income countries.”

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Learning From the Best: Benchmarking Canada’s Health System – Canadian Institute for Health Information – November 2011

Posted on November 25, 2011. Filed under: Health Mgmt Policy Planning, Health Status | Tags: |

Learning From the Best: Benchmarking Canada’s Health System – Canadian Institute for Health Information – November 2011

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What makes a top hospital? Leadership – CHKS [UK] – 15 November 2011

Posted on November 22, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

What makes a top hospital? Leadership – CHKS [UK] – 15 November 2011

Authors: Dr Paul Robinson, Julian Tyndale-Biscoe   20 p.

“CHKS has launched the third report in its What makes a top hospital? series – focussing on leadership. Over the last 20 years CHKS has seen many examples of excellence in the delivery of healthcare. The idea behind this series of five reports is simply to share these examples of success in the hope that other organisations can take something from each of them. This latest report looks at the features of leadership that are found in top performing acute organisations.”

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International Profiles of Health Care Systems: Australia, Canada, Denmark, England, France, Germany, Italy, Japan, the Netherlands, New Zealand, Norway, Sweden, Switzerland, and the United States – The Commonwealth Fund – 9 November 2011

Posted on November 11, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

International Profiles of Health Care Systems: Australia, Canada, Denmark, England, France, Germany, Italy, Japan, the Netherlands, New Zealand, Norway, Sweden, Switzerland, and the United States – The Commonwealth Fund – 9 November 2011
S. Thomson, R. Osborn, D. Squires, and S. J. Reed, International Profiles of Health Care Systems, 2011, The Commonwealth Fund, November 2011.

“Overview
This publication presents overviews of the health care systems of Australia, Canada, Denmark, England, France, Germany, Japan, 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, 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.”

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Towards integrated care in Trafford – Nuffield Trust – 10 November 2011

Posted on November 11, 2011. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: , |

Towards integrated care in Trafford – Nuffield Trust – 10 November 2011

by Dr Sara Shaw and Ros Levenson

“This study of efforts in Trafford, Greater Manchester, to deliver integrated care provides valuable insights into the challenge of service reconfiguration at a time of financial constraint.”

… continues

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Moving towards a planned and citizen-centered publicly-funded provincial health care system – Recommendations to the New Brunswick Minister of Health from the New Brunswick Health Council – 2 November 2011

Posted on November 4, 2011. Filed under: Health Mgmt Policy Planning, Patient Participation |

Moving towards a planned and citizen-centered publicly-funded provincial health care system – Recommendations to the New Brunswick Minister of Health from the New Brunswick Health Council – 2 November 2011

“Last year, the New Brunswick Health Council (NBHC) travelled the province and heard New Brunswickers express that health and health care is a shared responsibility. They expressed a sense of urgency for all stakeholders to assume their responsibilities. Since The Provincial Health Plan 2008-2012 was implemented the health sector partners have had an outline for confirming their own role. Based on the work of the NBHC on measuring the performance of health care in the province, and based on input from citizens as well as discussions with stakeholders, the three recommendations that follow examine how the partners can begin moving towards a planned and citizen-centered publicly-funded provincial health care system.”

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AMA Public Hospital Report Card 2011 – 3 November 2011

Posted on November 3, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

AMA Public Hospital Report Card 2011 – 3 November 2011

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Specialised burns care: case for change – London Health Programmes – October 2011

Posted on November 2, 2011. Filed under: Health Mgmt Policy Planning | Tags: , , |

Specialised burns care: case for change – London Health Programmes – October 2011

“The case for change and co-dependencies framework for the specialised burns project has been published on behalf of the London, South East Coast, South Central and East of England specialised commissioning groups.

Although severe burn injury affects only a small number of adults and children each year, these people can have very complex and ongoing care needs. To ensure that their injuries are treated appropriately and to achieve the best outcomes, they need to be cared for by a team of specialist staff who have access to the appropriate resources.

Ken Dunn, Chair of the specialised burns clinical expert panel and Consultant surgeon in burns and plastic surgery, University Hospital of South Manchester NHS Trust, said: “For patients with serious and complex burn injuries, both the patient and their families need to be confident that services are accessible and the care provided is up-to-date and optimal to give them the best chance of recovery.”  … continues on the site

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Together for Health – Welsh Government – 1 November 2011

Posted on November 2, 2011. Filed under: Health Mgmt Policy Planning |

Together for Health – Welsh Government – 1 November 2011

“Together for Health is the five year vision for the NHS.

It is based around community services with patients at the centre, and places prevention, quality and transparency at the heart of healthcare.
The document outlines the challenges facing the health service and the actions necessary to ensure it is capable of world-class performance.

Factors driving the need for reform include:

•a rising elderly population
•inequalities in health
•increasing numbers of patients with chronic conditions
•medical staffing pressures and
•some specialist services being spread too thinly.

The document sets out how the NHS will look in five years time, with primary and community services at the centre of delivery.”

… continues on the site

Guardian media report

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Communities connected: inclusion, participation and common purpose – RSA – October 2011

Posted on October 31, 2011. Filed under: Community Services, Health Mgmt Policy Planning |

Communities connected: inclusion, participation and common purpose – RSA – October 2011

“The government’s planned reform of the health care system does nothing to combat loneliness and isolation amongst people who are most in need of support.

Communities connected: inclusion, participation and common purpose report concludes that by creating a more ‘transactional’ or impersonal relationship between the users and providers of public services, government reforms will not build or sustain the social networks that are vital for both people’s physical and mental health.”

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Procurement Practices in the Health Sector – Victorian Auditor General’s Office – 26 October 2011

Posted on October 27, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

Procurement Practices in the Health Sector – Victorian Auditor General’s Office – 26 October 2011

“Public hospitals spent more than $1.6 billion on goods and services in the last financial year. This procurement activity should demonstrate integrity, transparency and value-for-money. Health Purchasing Victoria (HPV) performs central procurement for the sector well, has expanded the range of products centrally procured and is making significant savings. However, 10 years after its establishment, HPV is yet to implement all its functions under the Health Services Act 1988 or exploit its full potential. By not undertaking its probity assurance function, and having only limited involvement in procuring medical equipment, HPV has missed opportunities for greater savings and better procurement practice. As system manager, the Department of Health should have done more to address these issues. There is also room for improvement in hospital procurement practices, with almost one in five of the hospital procurement processes reviewed in the audit having weaknesses in the transparency and appropriateness of decision-making.”

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Hospitals and Care Systems of the Future – American Hospital Association – October 2011

Posted on October 25, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Hospitals and Care Systems of the Future – American Hospital Association – October 2011

“Hospitals and health systems in the United States are facing an unparalleled force to change. Industry experts have projected that multiple, intersecting pressures will drive the transformation of health care delivery and financing from volume- to value-based payments over the next decade. In the current regulatory and economic environment, hospitals must focus their efforts on performance initiatives that are essential in the short term and that will also remain critical for long-term success.

The inaugural report of the AHA Committee on Performance Improvement details “Hospitals and Care Systems of the Future.” The team conducted exploratory interviews and analyzed the results to identify must-do, priority strategies and core organizational competencies organizations should establish to remain successful in this time of sweeping change.

Must-Do Strategies to Succeed in the Future

Aligning hospitals, physicians and other providers across the care continuum
Utilizing evidence-based practices to improve quality and patient safety
Improving efficiency through productivity and financial management
Developing integrated information systems
Joining and growing integrated provider networks and care systems
Educating and engaging employees and physicians to create leaders
Strengthening finances to facilitate reinvestment and innovation
Partnering with payers
Advancing through scenario-based strategic, financial and operational planning
Seeking population health improvement through pursuit of the “triple aim”

Organizations on path to implement the above must-do strategies should achieve competency in several areas of care delivery and organizational management. Similar to the strategies, these competencies are intrinsically connected and aligned.

Organizational Core Competencies

Design and implementation of patient-centered, integrated care
Creation of accountable governance and leadership
Strategic planning in an unstable environment
Internal and external collaboration
Financial stewardship and enterprise risk management
Engagement of full employee potential
Collection and utilization of electronic data for performance improvement

This report will mobilize hospital senior leadership teams to consider the strategies they must deploy to adapt and succeed in the future. Change is happening. It is up to each organization to plan its unique path to embrace the opportunities ahead.”

 

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National Scorecard on U.S. Health System Performance, 2011 – The Commonwealth Fund – 18 October 2011

Posted on October 25, 2011. Filed under: Health Mgmt Policy Planning | Tags: , , |

National Scorecard on U.S. Health System Performance, 2011 – The Commonwealth Fund – 18 October 2011

“Overview
The National Scorecard on U.S. Health System Performance, 2011, updates a series of comprehensive assessments of U.S. population health and health care quality, access, efficiency, and equity. It finds substantial improvement on quality-of-care indicators that have been the focus of public reporting and collaborative initiatives. However, U.S. health system performance continues to fall far short of what is attainable, especially given the enormity of public and private resources devoted nationally to health. Across 42 performance indicators, the U.S. achieves a total score of 64 out of a possible 100, when comparing national rates with domestic and international benchmarks. Overall, the U.S. failed to improve relative to these benchmarks, which in many cases rose. Costs were up sharply, access to care deteriorated, health system efficiency remained low, disparities persisted, and health outcomes failed to keep pace with benchmarks. The Affordable Care Act targets many of the gaps identified by the Scorecard.”

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Acute care toolkit 2: High quality acute care – Royal College of Physicians – 21 October 2011

Posted on October 24, 2011. Filed under: Acute Care, Health Mgmt Policy Planning, Health Systems Improvement, Medicine, Workforce | Tags: |

Acute care toolkit 2: High quality acute care – Royal College of Physicians – 21 October 2011

“Consultant physicians are at the forefront of delivering care to patients presenting to hospital with medical emergencies. Delivering this care depends on competent and expert clinical staff, organised with optimal working arrangements to match patient demand, supported by the right level of resources and facilities.

This toolkit, the second in a series on acute care, focuses on the delivery of high-quality acute care, looking at current problem areas and factors threatening care delivery, and suggesting a range of recommendations for improving quality.

The toolkit is accompanied by two appendices: the RCP position statement on out-of-hours care, and guidance notes on the provision of 12-hours-per-day, 7-days-per-week consultant care.”

Press release

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Managing health reform through an economic downturn – Nuffield Trust – 20 October 2011

Posted on October 21, 2011. Filed under: Health Economics, Health Mgmt Policy Planning | Tags: |

Managing health reform through an economic downturn – Nuffield Trust – 20 October 2011

“A study of the Canadian experience of managing health reform in a time of austerity suggests that this requires skilful political leadership and honesty with the public about the need for cuts.

In the 1990s, following an economic recession, many provincial Governments in Canada cut their health budgets while also implementing structural reform. To learn from Canada’s experience, the Nuffield Trust and the Canadian Health Services Research Foundation (CHSRF) held a joint seminar, which heard first-hand accounts from senior Canadian politicians, academics and policy-makers, and explored how Canada undertook major reforms to health services in the midst of a severe economic downturn.

Managing health reform through an economic downturn: Canada’s experience with deficit reduction, told through case studies of two provinces, by Nuffield Trust Senior Fellow Ruth Thorlby, is based on the presentations and discussions held at the seminar. It gives an account of the cost-saving measures that politicians and officials from Ontario and Saskatchewan implemented in response to Canada’s falling GDP (national income) at the beginning of the 1990s.”

… continues

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Commissioning integrated care in a liberated NHS – Nuffied Trust – 22 September 2011

Posted on October 19, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Commissioning integrated care in a liberated NHS – Nuffied Trust – 22 September 2011

“The coalition Government’s NHS reforms provide a renewed emphasis on integrated care. This report explores how commissioners can play a key role in developing more joined-up and efficient services.”

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The Sources of Attitudes on the Canadian Healthcare System – Canadian Health Services Research Foundation – September 2011

Posted on October 17, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

The Sources of Attitudes on the Canadian Healthcare System – Canadian Health Services Research Foundation – September 2011
ISBN: 978-1-927024-17-1

“Understanding the sources of Canadians’ attitudes toward healthcare is a critical step in making public opinion useful for healthcare policy-makers. This report examines three sources of opinion concerning the healthcare system: demographic characteristics, mass media and direct experiences with the health system.”

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The influence of health services research on the NHS – NHS Confederation – 30 September 2011

Posted on October 3, 2011. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning, Research | Tags: |

The influence of health services research on the NHS  – NHS Confederation – 30 September 2011

“Health services research (HSR) investigates how healthcare services can best be organised, financed and delivered. Translating the information gained through research into action is challenging but essential. This new briefing covers some key issues that challenge NHS clinicians and managers daily, such as patient safety and cost cutting, and looks at where HSR has addressed them.”

Download Publication:
The influence of health services research on the NHS

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The Higher Risk General Surgical Patient: towards improved care for a forgotten group – The Royal College of Surgeons of England – 29 September 2011

Posted on September 30, 2011. Filed under: Health Mgmt Policy Planning, Health Systems Improvement, Patient Safety, Surgery |

The Higher Risk General Surgical Patient: towards improved care for a forgotten group – The Royal College of Surgeons of England – 29 September 2011

“The NHS must address the significant variations in care experienced by the 170,000 patients who have major emergency abdominal surgery each year, says a new report published by the Royal College of Surgeons. Poorly designed hospital services, particularly access to emergency operating theatres and radiology treatment, are among the problems highlighted. This results in patients missing out on early diagnosis and rapid life-saving care. In addition, there is a general lack of appreciation of the level of risk in emergency surgical patients – where death rates of 15 to 20 per cent are typical, and can be as high as 40 per cent in the most elderly patients. Surgeons say this imminent risk of death is not being reflected in the priority given to these patients whose chances of survival can more than double, depending on which NHS hospital they are treated in.

The report, The Higher Risk General Surgical Patient: Towards Improved Care for a Forgotten Group makes nine detailed recommendations. If implemented within two years, they will reduce complications and deaths, as well as reduce the cost of treating a group of patients who account for almost 90 per cent of post-operative general surgical deaths. Among the recommendations are:”

… continues on the site

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Women in Leadership: Looking below the surface – CEDA – the Committee for Economic Development of Australia

Posted on September 29, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

Women in Leadership: Looking below the surface – CEDA – the Committee for Economic Development of Australia
ISBN: 0 85801 276 6

Extract from the foreword:

“CEDA is Australia’s leading independent thought leadership organisation providing policy perspectives on the critical economic and social issues facing Australia. Women in leadership is an issue with implications for policy that influences everything from Board membership to gender equality.

The following document provides an overview of the key issues raised during CEDA’s Victorian Women in Leadership series during 2010/2011.

Reports such as this and other subsequent publications that will emerge from CEDA’s ongoing Women in Leadership series across Australia aim to drive the debate around gender equity, and in turn substantiate the business case for improvements for women in leadership roles. The need for action is indisputable and is also vital if Australia is to meet future skills and labour demand.

While this document draws together facts and figures which provide an irrefutable business case for resolving gender equity issues, it also aims to highlight some of the underlying unconscious biases that exist that are often unspoken and are hindering change.

By enabling our members to deconstruct this important but challenging issue, CEDA hopes to assist them to map a way forward so they can realise the economic benefits to their businesses, the economy and to society more broadly.”  … continues

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Setting priorities in health: a study of English primary care trusts – Nuffield Trust – September 2011

Posted on September 27, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Setting priorities in health: a study of English primary care trusts – Nuffield Trust – September 2011

Research report by Suzanne Robinson, Helen Dickinson, Iestyn Williams, Tim Freeman, Benedict Rumbold and Katie Spence, Health Services Management Centre, University of Birmingham and the Nuffield Trust

Extract from the executive summary
“Aims
The research reported in this document was designed to map the priority-setting activities taking place across the National Health Service (NHS) in England, and to explore and assess the effectiveness of these practices within specific local contexts.
The questions that provided the basis for the research were as follows:
• What priority-setting tools, processes and activities are practised currently as part of the commissioning processes of English primary care trusts (PCTs)?
• What barriers are experienced by PCTs seeking to implement explicit priority setting, and how are these being addressed?
• What other strengths and weaknesses can be identified in current priority-
setting practice?
• What learning can be derived that will be instructive for future priority setting within the NHS and elsewhere?”

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Methodological Considerations in Generating Provider Performance Scores for Use in Public Reporting: A Guide for Community Quality Collaboratives – AHRQ – September 2011

Posted on September 27, 2011. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning, Patient Participation | Tags: , , , |

Methodological Considerations in Generating Provider Performance Scores for Use in Public Reporting: A Guide for Community Quality Collaboratives – AHRQ – September 2011

“This [white] paper is intended for use by Chartered Value Exchanges (CVEs), community collaboratives, and other organizations interested in creating public reports on the performance of health care providers in their communities. It addresses the issue of inconsistent reports based on the same data and identifies the key methodological decision points that precede publication of a performance report.”

Friedberg MW, Damberg CL. Methodological Considerations in Generating Provider Performance Scores for Use in Public Reporting: A Guide for Community Quality Collaboratives. AHRQ Publication No. 11-0093, September 2011. Prepared by RAND Corporation under Contract No. HHSA290200810037C. Agency for Healthcare Research and Quality, Rockville, MD.

Contents
Acknowledgments
Foreword
Executive Summary
Introduction
How This Paper Is Organized
Overarching Methodological Issue: Performance Misclassification
Decisions Encountered During Key Task Number 1: Negotiating Consensus on Goals and “Value Judgments” of Performance Reporting
Decisions Encountered During Key Task Number 2: Selecting the Measures That Will Be Used To Evaluate Provider Performance
Decisions Encountered During Key Task Number 3: Identifying Data Sources and Aggregating Performance Data
Decisions Encountered During Key Task Number 4: Checking Data Quality and Completeness
Decisions Encountered During Key Task Number 5: Computing Provider-Level Performance Scores
Decisions Encountered During Key Task Number 6: Creating Performance Reports
Summary of Methodological Decisions Made by a Sample of CVE Stakeholders
Appendix 1: Validity and Systematic Performance Misclassification
Appendix 2: Performance Misclassification Due to Chance
References

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Integrated care summary: What is it? Does it work? What does it mean for the NHS? – King’s Fund – 22 September 2011

Posted on September 23, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

Integrated care summary: What is it? Does it work? What does it mean for the NHS? – King’s Fund – 22 September 2011

“Chris Ham summarises the different forms of integrated care and their impact so far on the NHS. Based on our major review of integrated care (Ham and Curry, 2010), it has been prepared in the light of the increased interest in integrated care arising out of the work of the NHS Future Forum and the government’s response.”

 

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Dismantling the NHS National Programme for IT – 22 September 2011

Posted on September 23, 2011. Filed under: Health Mgmt Policy Planning |

Update 1 Nov 2011 – Treasury luke-warm on PAC views of NPfIT

“The Treasury has rejected the Commons’ public accounts committee’s criticisms of the performance of one of the main contractors to the National Programme for IT in the NHS.

In Treasury minutes commenting on a number of PAC reports, the Treasury says it does not accept that the Department of Health failed to secure a good deal from BT for Cerner Millennium deployments in the South.”  … continues

Dismantling the NHS National Programme for IT – 22 September 2011 
 
“The government today announced an acceleration of the dismantling of the National Programme for IT, following the conclusions of a new review by the Cabinet Office’s Major Projects Authority (MPA). The programme was created in 2002 under the last government and the MPA has concluded that it is not fit to provide the modern IT services that the NHS needs.”   … continues on the site
 
Media and other commentary:
 UK Campaign4Change
concludes:  “The signs are that the scheme will be dismantled brick by brick – and will be almost completely dismantled by the time the NPfIT contracts with BT and CSC expire in 2013 and 2014.  The coalition has achieved a PR coup with the Daily Mail story because the public has the impression that in these austere times a £12bn NHS IT scheme initiated by Labour has been scrapped.
The reality is that nothing has changed.”

 BBC

Guardian 

eHealth Central – NPfIT: a case of serial killing

by Charles Wright on September 23, 2011
 
“It might be described as the bureaucratic version of serial killing: having already publicly despatched the NHS National Program for IT (NPfIT) last year, the coalition government announced overnight that it would axe it again, or at least “accelerate the dismantling” of the project.
 
Editor of eHealth Insider Jon Hoeksma might have described it as a conspicuous example of Yogi Berra’s “deja vu all over again”.
 
“[Health Minister] Burns had already announced that the centrally directed NHS IT programme was over, that the NHS Connecting for Health ‘brand’ was up for review, that the programme’s successful projects will become services, and that there will be local choice of IT system for NHS trusts,” he pointed out.
 
There had been something of a queue to insert stakes into the corpse: the National Audit Office published a report saying the program would never deliver on its goal of providing detailed care records, and that renegotiated contracts had not provided value for money. The Department of Health’s director general for IT, Christine Connelly, has departed; negotiations continue to sort out  contracts on projects that remain to be delivered on by CSC.
 
If there is a lesson for Australian bureaucrats, still mired in the belief that top-down solutions delivered by big foreign companies are the way to go, despite embarrasing debacles in NSW and Victoria, it’s the UK Department of Health’s “rediscovery” of small and medium sized enterprises, and the realisation that letting out big contracts to big players tends to produce problems rather than economies of scale, together with the declaration that “it is no longer appropriate for a centralised authority to make decisions on behalf of local organisations”.
 
Hoeksma observes however that the department’s promise to “explore ways to stimulate a marketplace that will no longer exclude small and medium sized companies”, is going to be hard to deliver on.
 
And he says that while there is little news of the new information strategy “there are some indications that policy advisors are placing enormous faith in the potential of apps to transform the delivery of services”.
 
“The DH has even been running maps and apps wish-list competition. But you can’t run a hospital on an app. A clinical commissioning group is not going to be able commission population-level services and focus on clinical outcomes after spending £1.79 on iTunes. Intrinsically complex enterprises need heavyweight, highly capable systems and these cost real money. While the Daily Mail is trumpeting about how many nurses could have been bought for NPfIT, trusts will inevitably spend more – most likely a lot more – on IT than they have been used to.”
 
   ….continues on the site

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Organ donation reform on track for continued growth – 23 September 2011

Posted on September 23, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Organ donation reform on track for continued growth – 23 September 2011
 
“The Parliamentary Secretary for Health and Ageing, Catherine King, today released a mid point implementation review of Australia’s efforts to increase organ and tissue donation rates and has agreed in principle to the opportunities for further improvements identified in the report.

The report, Mid-Point Implementation Review Report of the National Reform Package – A World’s Best Practice Approach to Organ and Tissue Donation, was commissioned by the Parliamentary Secretary to evaluate the implementation of its National Reform Agenda.”  … continues on the site

Australian Government Response 

Mid-Point Implementation Review Final Report 

August 2011 Performance Update

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Adult emergency services: Acute medicine and emergency general surgery – LondonHealth Programmes – September 2011 reports

Posted on September 22, 2011. Filed under: Emergency Medicine, Health Mgmt Policy Planning, Surgery | Tags: |

Adult emergency services: Acute medicine and emergency general surgery – LondonHealth Programmes – September 2011 reports
 
Adult emergency services: Case for change 
 
Adult emergency services: Case for change summary 
 
Adult emergency services: Commissioning standards 
 
Adult emergency services: Survey of current arrangements 
 
Media commentary:
 
BBC London hospitals: Hundreds die ‘due to weekend staffing’  – 21 Sept 2011
“Stark” differences in consultant hours at weekends were identified Hundreds of people die every year in London due to a lack of hospital consultants available at weekends, according to NHS London.

Guardian
Don’t go to A&E this weekend; you may die. The Patient from hell reads a report, which claims that 520 emergency patients die in London every year due to understaffed out-of-hours care

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Government response to the House of Commons Health Select Committee report on [NHS] complaints and litigation – September 2011

Posted on September 21, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Government response to the House of Commons Health Select Committee report on [NHS] complaints and litigation – September 2011
Cm 8180   ISBN: 9780101818025

This paper outlines the response to the policy recommendations and suggestions made by the House of Commons Health Select Committee.

1. On 22 June 2011, the House of Commons Health Committee published the Sixth Report of session 2010 – 2011 in respect of NHS Complaints and Litigation. 2. The report followed an inquiry by the Health Committee into the NHS complaints and litigation systems. The Committee took evidence from the Minister of Health, Simon Burns, along with Department of Health officials, the Parliamentary and Health Service Ombudsman, members of the legal profession, healthcare professionals and NHS staff, charities and third sector organisations, and people with personal experience of using the NHS complaints arrangements. 3. This paper sets out the Coalition Government’s response to the Health Committee’s Sixth Report of the Session 2010-12.

Complaints and Litigation – House of Commons Health Committee – 22 June 2011

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The hospital is dead, long live the hospital – Reform – September 2011

Posted on September 21, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

The hospital is dead, long live the hospital – Reform – September 2011

by Paul Corrigan, Caroline Mitchell

“The financial pressure facing the NHS is unprecedented. Over the course of this Parliament the health service must deliver £20 billion of efficiency savings. With 50 per cent of the health budget spent in hospitals, NHS hospital trusts are in the front line in the drive to achieve more for less.

Cutting costs in hospital services means that services need to be transformed, with fewer beds, smaller wards and in some instances complete conversions of the way in which hospitals work.  The financial pressures on hospitals are not a short term problem. Some hospitals have been facing difficulties for years, often associated with the delivery of poor quality care, and a growing number will become financially unviable. ” … continues

Full text

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The Development of an Emerging Leader: Lessons from Sweden: Health Care and Leadership – 2011 Sweden Study Tour Report

Posted on September 20, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

The Development of an Emerging Leader: Lessons from Sweden: Health Care and Leadership – 2011 Sweden Study Tour Report 

“The Canadian College of Health Leaders, ARAMARK Healthcare and Emerging Health Leaders are pleased to jointly release Jennifer Duff’s report: The Development of an Emerging Leader: Lessons from Sweden: Health Care & Leadership.

Jennifer Duff, CHE was the recipient of the 2011 Emerging Health Leader Scholarship and was invited to participate on the Sweden Study Tour, which was held from May 1st to 6th, 2011. The study tour brought together a small group of Canadian health care leaders to explore the current developments in Sweden’s health services policy and the organization of their health care system. The intent of the study tour is to provide a forum for the exchange of information, ideas, and experiences that will foster relationships between Canadians and their Swedish counterparts.”

The report is available for free download

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Governance for health in the 21st century: a study conducted for the WHO Regional Office for Europe – 18 August 2011

Posted on September 20, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

Governance for health in the 21st century: a study conducted for the WHO Regional Office for Europe – 18 August 2011

Extract from the executive summary:

“In this study, ‘governance for health’ is defined as the attempts of governments or other actors to steer communities, countries or groups of countries in the pursuit of health as integral to wellbeing through both a ‘whole-of-government’ and a ‘whole-of-society’ approach. It positions health and well-being as key features of what constitutes a successful society and a vibrant economy in the 21st century and grounds policies and approaches in values such as human rights and equity. Governance for health promotes joint action of health and non-health sectors, of public and private actors and of citizens for a common interest. It requires a synergistic set of policies, many of which reside in sectors other than health as well as sectors outside of government, which must be supported by structures and mechanisms that enable collaboration. It gives strong legitimacy to health ministers and ministries and to public health agencies, to help them reach out and perform new roles in shaping policies to promote health and wellbeing.”

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NHS Leadership Framework – Self Assessment Tool – 9 September 2011

Posted on September 16, 2011. Filed under: Health Mgmt Policy Planning, Workforce | Tags: |

NHS Leadership Framework – Self Assessment Tool – 9 September 2011

“Leadership isn’t just for people who hold designated leadership roles. There is an unprecedented level of responsibility being devolved to frontline staff, and acts of leadership can come from anyone and anywhere in the NHS. The Leadership Framework is designed to ensure that the whole workforce can have the leadership knowledge, skills and behaviours we need to improve health and care.   …
 
Download the Self Assessment Tool here.

It’s an offline process, so results are private to the individual, and it shows where an individual’s leadership strengths and weaknesses lie. After completing the Tool, individuals can choose to generate an action plan to develop their skills – guidance is given at the end of the Self Assessment Tool, and access is available to a range of materials to support the development of leadership skills such as the free e-learning modules available through LeAD.”

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Reformers and wreckers – Reform Research Trust – September 2011

Posted on September 16, 2011. Filed under: Health Mgmt Policy Planning, Health Systems Improvement |

Reformers and wreckers – Reform Research Trust – September 2011
Dale Bassett, Thomas Cawston, Andrew Haldenby, Patrick Nolan, Nick Seddon, Will Tanner, Kimberley Trewhitt

Click here to download the full report

Click here to download the executive summary 

“This report presents evidence from eight case studies of successful public service reform in the UK and overseas.  They show that reform of the workforce is an essential means of improving public services as well as reducing their costs.”

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Development and Implementation of Key Performance Indicators to Support the Outcomes and Programs Framework – Australian National Audit Office – 8 September 2011

Posted on September 13, 2011. Filed under: Health Mgmt Policy Planning | Tags: , , |

Development and Implementation of Key Performance Indicators to Support the Outcomes and Programs Framework – Australian National Audit Office – 8 September 2011

Audit Report No.5 2011–12  Performance Audit
ISSN 1036–7632
ISBN 0 642 81210 1

“The objective of this audit was to assess how effectively entities had developed and implemented appropriate KPIs to support stated program objectives. To address the audit objective, the ANAO:
• undertook a desktop review of the published effectiveness KPIs for 89 programs across 50 Financial Management and Accountability Act and Commonwealth Authorities and Companies Act entities within the General Government Sector (GGS)12;
• supplemented this desktop review with more detailed analysis of four entities—the Australian Customs and Border Protection Service (Customs); Fair Work Australia (FWA); the National Film and Sound Archive (NFSA); and the Department of Resources, Energy and Tourism (RET)—including the reporting of performance in each entity’s annual report; and
• assessed the role of Finance in administering the Outcomes and Programs Framework, including the preparation of guidance material for entities.”

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Briefing: Reconfiguring hospital services – The King’s Fund – 6 September 2011

Posted on September 6, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Briefing: Reconfiguring hospital services – The King’s Fund – 6 September 2011
“Our briefing on reconfiguration calls for radical changes to streamline the process for reorganising hospital services and to prevent politicians from blocking essential changes that would improve the quality and safety of NHS care.”

Press release

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Warning signs for organisations in transition – Healthcare Financial Management Association [UK] – 25 August 2011

Posted on September 6, 2011. Filed under: Health Mgmt Policy Planning | Tags: , , |

Warning signs for organisations in transition – Healthcare Financial Management Association [UK] – 25 August 2011

“The HFMA Governance & Audit Committee have developed a checklist of ‘red-light’ issues that Audit Committees need to be on the lookout for during transition.”

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A Comparative Study of Three Transformative Healthcare Systems: Lessons for Canada – Canadian Health Services Research Foundation – 28 August 2011

Posted on August 30, 2011. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: |

A Comparative Study of Three Transformative Healthcare Systems: Lessons for Canada – Canadian Health Services Research Foundation – 28 August 2011

“This synthesis examines three high performing healthcare systems and identified the key themes that are relevant to Canadian Jurisdictions. The authors identify how these themes can be applied in the Canadian context and suggest steps forward.”

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Assessing initiatives to transform healthcare systems: Lessons for the Canadian healthcare system

Posted on August 30, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Assessing initiatives to transform healthcare systems: Lessons for the Canadian healthcare system  – Canadian Health Services Research Foundation – 21 July 2011

“Canada has invested significant financial resources and energy (including numerous federal and provincial commissions) in efforts to make the healthcare system more responsive to evolving needs. Nonetheless, there is general consensus that Canada’s healthcare systems have been too slow to adapt. A 2008 report by the Health Council of Canada concludes that since the 2003 Health Accord there have been improvements in access to care in some clinical priority areas, such as hip and knee replacement and cataract surgery. However, it also identifies a number of areas where “progress on the accord commitments is not a cause for celebration” (HCC, 2008:34). These areas include drug coverage and safe and appropriate prescribing; home care; aboriginal health; primary healthcare; the healthcare workforce; electronic health records and information technology; and accountability.

This paper suggests avenues that governments can take to support the transformation of the healthcare system to provide better care and services.”

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Future arrangements for governance of NSW Health. Report of the Director General – August 2011

Posted on August 26, 2011. Filed under: Health Mgmt Policy Planning |

Future arrangements for governance of NSW Health. Report of the Director General - August 2011

Dr Mary Foley
Director-General
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Taking Care of Business: Corporate Services for Indigenous Primary Health Care Services – Overview Report, a Summary Report and Case Studies – Lowitja Institute – August 2011

Posted on August 22, 2011. Filed under: Aboriginal TI Health, Health Economics, Health Mgmt Policy Planning, Primary Hlth Care | Tags: |

Taking Care of Business: Corporate Services for Indigenous Primary Health Care Services – Overview Report, a Summary Report and Case Studies – Lowitja Institute – August 2011

These reports are products of the Support Systems Project, which focused on corporate support for Aboriginal Community Controlled Health Services (ACCHSs). The project will also produce a web tool, which will be available soon.

The Overview Report highlights the capacity of the ACCHS sector to develop innovative solutions to difficult issues while working in a quickly changing environment.  It was written by Kate Silburn, Alister Thorpe and Ian Anderson. A four page Summary Report is also available.

The Case Studies focuses specifically on existing models for sharing corporate services and highlights the different ways those working in the sector have developed strategies for addressing their specific needs.  They were written by Kate Silburn, Alister Thorpe and Ian Anderson with Bila Muuji Health Services Incorporated, Central Australian Aboriginal Congress, Katherine West Health Board, and Queensland Aboriginal and Islander Health Council.

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The State of the Australian Public Service – An alternative report – Centre for Policy Development – August 2011

Posted on August 18, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

The State of the Australian Public Service - An alternative report - Centre for Policy Development- August 2011

James Whelan
With research interns Anna Long, Nicola MacColl, Daniel Lau, Natalie Niamh and Robert Harding-Smith

…”the Centre for Policy Development’s Public Service research team conducted months of research to provide an overview of the APS, including an appraisal of its capa- bility and an analysis of attitudes toward the APS agencies and services. Without detracting from the merits of the Government’s ‘State of the Service’ reports collated annually by the Australian Public Service Commission (APSC), CPD’s report provides an alternative perspective. Whereas the APSC’s reports are inward focused, our report is written from the ‘outsider’ perspective of a non-government think tank. We consider the social context within which the APS functions and explore debates about the role, size and function of the public service, drawing on a diverse range of sources including political and media commentary and academic literature.”

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Clinical commissioning and integrated care – July 2011

Posted on August 10, 2011. Filed under: Health Mgmt Policy Planning |

Clinical commissioning and integrated care – July 2011

“Following the NHS Future Forum report, the Government has put integrated care at the heart of its vision for England’s health system. Setting out his priorities for the NHS, David Cameron pledged that the Government’s reforms “will not break up or hinder efficient and integrated care – we will improve it.” The revised Health and Social Care Bill sets out measures to encourage greater coordination between services: through Clinical Commissioning Groups, Clinical Senates, Health Wellbeing Boards and a revised role for Monitor and the National Commissioning Board. However, while many welcomed these changes there remains debate on how these measures will work in practice.

In the wake of the NHS Future Forum report, Reform held two lunches to explore how clinical commissioning will deliver integrated care. These lunches were held in partnership with Novo Nordisk, a world leader in diabetes care. Reform’s aim was to bring together key individuals and organisations that can make the Government’s vision a reality, including GPs, NHS leaders, patient representatives, policy makers and journalists. The lunches were covered extensively in the media with a front page story in The Times highlighting Dr Peter Carter’s comments in favour of closing failing hospitals and departments and moving care into more appropriate settings. The discussions highlighted the challenges and the opportunities facing the NHS, and the barriers to reform.”  … continues

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Estates and Facilities Assurance: Publication of the Universal NHS Premises Assurance Model (NHS PAM) – 28 July 2011

Posted on August 10, 2011. Filed under: Clin Governance / Risk Mgmt / Quality, Health Mgmt Policy Planning | Tags: |

Estates and Facilities Assurance: Publication of the Universal NHS Premises Assurance Model (NHS PAM) – 28 July 2011

“This letter from David Flory, Deputy NHS Chief Executive, highlights the publication of ‘A Universal version of the NHS Premises Assurance Model (PAM)’. The model is intended for use by NHS Providers to ensure the quality, safety and also increasing efficiency and effectiveness of NHS premises.”

NHS Premises Assurance Model

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Getting out of hospital? The evidence for shifting acute inpatient and day case services from hospitals into the community – The Health Foundation – June 2011

Posted on August 8, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Getting out of hospital? The evidence for shifting acute inpatient and day case services from hospitals into the community – The Health Foundation – June 2011

“This report examines and updates the review of evidence of underpinning the policy drive to transfer acute inpatient and day-case services from hospitals into the community and the effectiveness of this to improve quality of care and save money.”

 

 

 

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Do Hospitals Respond to Greater Autonomy? Evidence from the English NHS – July 2011

Posted on August 8, 2011. Filed under: Health Economics, Health Mgmt Policy Planning |

Do Hospitals Respond to Greater Autonomy? Evidence from the English NHS – July 2011

Rossella Verzulli, Rowena Jacobs, Maria Goddard, Centre for Health Economics, University of York, UK
CHE Research Paper 64

“Foundation Trusts (FTs) were introduced in the English NHS in 2004/5 and gave NHS Trusts the opportunity to become independent not-for-profit public benefit corporations. Whilst remaining in the public sector, FTs were granted greater autonomy than non-FTs. The reform was intended to create incentives for providers to deliver higher quality services in the most efficient way. This paper examines the impact of the FT policy on hospital performance, as proxied by measures of financial management, quality of care and staff satisfaction. Results suggest that generally FTs perform better than non-FTs. However, these differences appear to be long-standing rather than the effect of the FT policy per se and we find some evidence of a convergence in hospital performance between FTs and non-FTs.”

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Better with Age: Health systems planning for the aging population – Canadian Health Services Research Foundation – July 2011

Posted on August 5, 2011. Filed under: Aged Care / Geriatrics, Health Mgmt Policy Planning | Tags: |

Better with Age: Health systems planning for the aging population – Canadian Health Services Research Foundation – July 2011
Full text
“This new report from CHSRF, Better with Age: Health systems planning for the aging population, is a synthesis of what we heard from more than 200 policy-makers, healthcare executives, researchers and citizen representatives during six roundtables across the country. The main message? Now is the time to formulate policies and implement sustainable reforms that will improve healthcare for the growing number of older Canadians—and the population as a whole.”

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Social enterprise in health care. Promoting organisational autonomy and staff engagement – King’s Fund – 4 August 2011

Posted on August 5, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Social enterprise in health carePromoting organisational autonomy and staff engagement – King’s Fund – 4 August 2011

“Summary

In the White Paper Equity and Excellence, the government announced its ambition to establish the ‘largest and most vibrant social enterprise sector in the world’. Social enterprise in health care explores the organisational and leadership changes that will be needed to support the development of social enterprises and makes recommendations that will be of particular interest to policy-makers and health care providers.

Based on the responses of a small group of directors of social enterprises and chief executives of acute and mental health foundation trusts, this paper explores the motivations for becoming a social enterprise and whether their ambitions have been realised in practice. In particular, the paper looks at the impact of social enterprises on the financial framework and on employees’ attitudes. One of the aims of the health reforms was to give greater autonomy to providers, but there is considerable uncertainty about how such organisations would develop and function. Interviews with the chief executives of foundation trusts showed they were receptive to the social enterprise model in principle but had concerns about the scale of change needed  and about whether it would detract from the underlying intention  – increasing staff engagement in decision-making.

A number of key conclusions are reached.”

… continues

 

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Money Matters. Reviews of cost-effective initiatives – The Institute for Research and Innovation in Social Services (IRISS) – July 2011

Posted on August 4, 2011. Filed under: Health Economics, Health Mgmt Policy Planning |

Money Matters.Reviews of cost-effective initiatives – The Institute for Research and Innovation in Social Services (IRISS) – July 2011
A set of case studies, produced for IRISS by the Institute of Public Care, on initiatives, which through detailed costings, have been shown to be cost effective.

The eight case studies include:

1.Shared lives
2.Extra-care housing
3.Health in mind
4.LinkAge Plus
5.Care and repair
6.Self assessment
7.Individual budgets
8.Southwark Hospital discharge.

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National health reform finalised – 2 August 2011

Posted on August 2, 2011. Filed under: Health Economics, Health Mgmt Policy Planning, Nat Hlth & Hosps Reform Comm |

National health reform finalised – 2 August 2011

“Prime Minister, Minister for Health and Ageing

The Gillard Government today signed off on the final details of national health reforms with all States and Territories to secure the future of health in Australia.

This historic agreement will deliver the funding public hospitals need, with unprecedented levels of transparency and accountability, less waste and significantly less waiting for patients.

The reforms, agreed to by COAG in February and finalised today, will see the Australian Government invest an extra $19.8 billion in public hospitals through to 2019-20, rising to a total extra $175 billion to 2029-30.”  …continues on the site

Details of the Agreement on the YourHealth site

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No Vacancy: Hospital Overcrowding in Ontario, Impact on Patient Safety and Access to Care – Ontario Health Coalition – 21 July 2011

Posted on July 22, 2011. Filed under: Health Mgmt Policy Planning |

No Vacancy: Hospital Overcrowding in Ontario, Impact on Patient Safety and Access to Care – Ontario Health Coalition – 21 July 2011

Extract from the introduction:

“Ontario has not conducted a hospital bed study to measure population need and assess how many hospital beds should be planned for more than fifteen years. To the extent that data is being used in planning at all, the numbers that are being used are two decades out of date. Instead of using an evidence-based planning approach, Ontario’s health policy has centred on constraining hospital budgets, cutting services and reducing patient length of stay. As a result, using comparisons with other jurisdictions and by looking at the data on occupancy levels and the known adverse effects of overcrowding (such as backlogged emergency rooms and cancelled surgeries), it is clear that Ontario is suffering from a shortage of hospital beds and services that is negatively affecting patients’ access to care and safety.” … continues

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Welcome to Value for Money (VfM) indicators

Posted on July 21, 2011. Filed under: Health Economics, Health Mgmt Policy Planning | Tags: , |

Welcome to Value for Money (VfM) indicators
 
“Value for Money (VfM) Indicators is the leading benchmarking tool for assessing value for money in the public sector. HM Treasury specifically recommends collecting and reporting against indicators, for organisations with more than 250 employees.
 
VfM Indicators has the widest coverage of back office functions, which are under scrutiny in many parts of the public sector at present. You can assess performance of finance, human resources, information and communication technology, estate management, procurement, legal functions and communications.
 
VfM Indicators will assess your organisation’s performance, and pinpoint its strengths and weaknesses, helping you to make more informed decisions on budget and improvement. The system also provides you with solid, data-related evidence to support decisions. “

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Can competition and integration co-exist in a reformed NHS? – King’s Fund – 15 July 2011

Posted on July 18, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Can competition and integration co-exist in a reformed NHS? – King’s Fund – 15 July 2011

20 pages, ISBN: 978 1 85717 623 0

“Summary

The health care system needs to respond to the growing burden of chronic illness. Many NHS researchers, managers and clinical leaders believe that increased integration within the health service will help to achieve this, and the government has made clear its ambitions that the health reforms should encourage integrated care.

This paper addresses the fundamental question of whether competition and integration can co-exist and considers the role that different bodies, especially the NHS Commissioning Board and Monitor, will play within a new system.

The paper argues that, through its influence on commissioners, the NHS Commissioning Board will have an important role in fostering an environment that encourages integration. The elements of policy design and implementation that may be most critical for fostering development of integrated service delivery include:”

… continues on the site

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Hospital Report Card: British Columbia 2011

Posted on July 8, 2011. Filed under: Health Mgmt Policy Planning | Tags: , |

Hospital Report Card: British Columbia 2011

“The Fraser Institute’s Hospital Report Card: British Columbia 2011 is constructed in order to contribute to the improvement of inpatient care in British Columbia by providing hospital-specific information about quality of service directly to patients and to the general public. It aims to promote greater accountability within hospitals, thereby stimulating improved performance through independent and objective measurement. This is an interactive web-based report card, and all results and accompanying information are available at our interactive website.”  … continues on the site

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8570.0 – Health Care Services, 2009-10 Quality Declaration – ABS – 5 July 2011

Posted on July 7, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

8570.0 – Health Care Services, 2009-10 Quality Declaration – ABS – 5 July 2011

“Contains information about the Health Care Services in Australia. Data include: income and expenditure, employment, workforce characteristics, state and regional breakdowns of key data items, performance ratios, and patient/client data.”

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NHS Leadership Framework – 29 June 2011

Posted on June 30, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

NHS Leadership Framework – 29 June 2011

Media release

“New framework will develop the next generation of NHS leaders

A new NHS Leadership Framework, which will be the cornerstone for leadership across all professions in the NHS, was launched today by Health Secretary Andrew Lansley.

The framework sets out what is vital for clinicians and other professionals to lead and inspire. It will fundamentally underpin the new structures that have already been announced as part of the modernisation plans for the NHS.

In particular, by giving more support and power to frontline staff, and encouraging new skills and behaviour, the framework will create a focus for leadership development within all NHS organisations. This will give clinicians the freedom to organise themselves so that they can design better services and outcomes for patients.”

… continues

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Establishing social enterprises under the Right to Request Programme – National Audit Office [UK] – 24 June 2011

Posted on June 30, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Establishing social enterprises under the Right to Request Programme – National Audit Office [UK] – 24 June 2011

“This report highlights risks to value for money associated with the Department of Health’s programme aimed at enabling its staff to take the lead in leaving the NHS to set up health social enterprises. These are independent bodies delivering services, previously provided in-house, under contract to PCTs.”

HC: 1088, 2010-2012
ISBN: 9780102969726

Is the partnership model right for public services? Mutuals may be the new buzz word in the public sector halls but a new report and two giants from the retail world say projects will take a huge amount of support – from the Guardian

Third sector partnerships for service delivery: an evidence review and research project, Dr James Rees, Professor David Mullins and Professor Tony Bovaird – TSRC – Third Sector Research Centre – June 2011

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Local adult neurology services for the next decade: Report of a working party – Royal College of Physicians and the Association of British Neurologists – June 2011

Posted on June 29, 2011. Filed under: Health Mgmt Policy Planning, Health Systems Improvement, Neurology |

Local adult neurology services for the next decade: Report of a working party – Royal College of Physicians and the Association of British Neurologists – June 2011
ISBN 978-1-86016-372-2
Royal College of Physicians. Local adult neurology services for the next decade.
Report of a working party. London: RCP, 2011.

Extract from the executive summary:

“Neurological disorders are very common, accounting for about one in ten general practitioner consultations, around 10% of emergency medical admissions (excluding stroke) and disability for one in 50 of the UK population. They include many different conditions of varying severity, some very common and others exceedingly rare, from migraine to motor neuron disease.

Patients require access to different parts of the neurological care pathway at different stages of their illness (acute admission, outpatient care and long-term care). However, these are currently poorly planned and organised. Good management requires better integrated primary, secondary and tertiary resources to achieve a neurology network that is easily accessible, provides local care where appropriate and, when necessary, involves the regional neurosciences centre.”

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Government response to the NHS Future Forum report – June 2011

Posted on June 29, 2011. Filed under: Health Mgmt Policy Planning, Health Policy | Tags: |

Government response to the NHS Future Forum report – June 2011

CM 8113
ISBN: 9780101811323

Foreword 2
Summary of key changes 4
Chapter 1 : Modernising the NHS 7
Chapter 2 : Overall accountability for the NHS 11
Chapter 3 : Clinical advice and leadership 14
Chapter 4 : Public accountability and patient involvement 30
Chapter 5 : Choice and competition 41
Chapter 6 : Developing the healthcare workforce 50
Chapter 7 : The timetable for change

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The voluntary and community sector in health – implications of the proposed NHS reforms – The King’s Fund – 2011

Posted on June 29, 2011. Filed under: Community Services, Health Mgmt Policy Planning | Tags: , |

The voluntary and community sector in health – implications of the proposed NHS reforms – The King’s Fund – 2011
ISBN: 978 1 85717 621 6

Extract from the executive summary:
“The government’s health and social care White Paper and subsequent Health and Social Care Bill (House of Commons Bill 2010–11) set out clear aspirations for the voluntary and community sector as a provider of health services, a source of support for commissioning, and a partner in tackling health inequalities. However, the proposed reforms present a number of challenges and risks.”  … continues

Introduction 1
Context 2
The sector’s current involvement in health 2
The financial and demographic context 4
The Health and Social Care Bill 5
The sector’s future involvement in health 8
Can the aspirations for the sector be realised? 11
How will the sector be able to operate in a competitive market? 12
How will the sector be able to engage with the right partners? 16
Will the sector be able to support the health inequalities agenda? 18
What can the sector do to succeed in the new system? 20
Conclusion 23
The best-case scenario 23
The worst-case scenario 24
What next? 25
Recommendations

 

 

 

 

 

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Delivery System Reform Tracking: A Framework for Understanding Change – Commonwealth Fund – 2 June 2011

Posted on June 29, 2011. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: , , , |

L. Tollen, A. Enthoven, F. J. Crosson et al., Delivery System Reform Tracking: A Framework for Understanding Change, The Commonwealth Fund, June 2011.

“Overview
The health care delivery system is changing rapidly, with providers forming patient-centered medical homes and exploring the creation of accountable care organizations. Enactment of the Affordable Care Act will likely accelerate these changes. Significant delivery system reforms will simultaneously affect the structures, capabilities, incentives, and outcomes of the delivery system. With so many changes taking place at once, there is a need for a new tool to track progress at the community level. Many of the necessary data elements for a delivery system reform tracking tool are already being collected in various places and by different stakeholders. The authors propose that all elements be brought together in a unified whole to create a detailed picture of delivery system change. This brief provides a rationale for creating such a tool and presents a framework for doing so.”

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Transforming NHS ambulance services – National Audit Office [UK] – 10 June 2011

Posted on June 28, 2011. Filed under: Health Mgmt Policy Planning | Tags: |

Transforming NHS ambulance services – National Audit Office [UK] – 10 June 2011

“The Department of Health has until recently been focusing on speed of response as a measure of performance of the ambulance service, rather than on clinical outcomes. The service achieves high levels of public satisfaction but there are wide variations in ambulance trusts’ efficiency. The system has not delivered the best value for money to date.”

HC: 1086, 2010-2012

ISBN: 9780102969719

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