Taking care of innovation: The HRM innovation process in healthcare organizations – Erasmus Universiteit Rotterdam – September 2014

Posted on September 25, 2014. Filed under: Workforce | Tags: |

Taking care of innovation: The HRM innovation process in healthcare organizations – Erasmus Universiteit Rotterdam – September 2014

iSBn: 978-90-5335-883-2

“In this dissertation, research on the innovation process of Human Resource Management (HRM) innovations in Dutch healthcare organizations is reported. Healthcare organizations are being confronted with several challenges that increase the need for innovations in the way work processes are being designed and employees are being managed (Human Resource Management). Therefore, it is important to enhance our understanding of such innovation processes in healthcare. Relatively many studies focus on product innovations in private sector organizations, but research on managerial innovations in healthcare organizations is underdeveloped. In order to understand how characteristics of the healthcare sector affect the HRM innovation process, a new approach is developed that allows researchers to take the context of organizations under study as a starting point to study organizational processes. This approach is called the contextualized process methodology. Using this approach, the focus of this dissertation is on several context specific elements in the HRM innovation process: the role and position of HR professionals, coopetition (simultaneous cooperation and collaboration), multiple institutional logics and institutional pressures. Therefore, this study contributes to the scientific knowledge base in this research area and provides a basis for practical recommendations.”

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Redirecting innovation in US health care: options to decrease spending and increase value – RAND Health – 2014

Posted on May 6, 2014. Filed under: Health Informatics, Health Technology Assessment, Pharmacy | Tags: , |

Redirecting innovation in US health care: options to decrease spending and increase value – RAND Health – 2014

Extract:

“A leading cause of high and growing spending is new medical technologies. Previous studies aimed at reining in spending considered changing the ways in which existing technologies are used. Our work for this project focused on identifying promising policy options to change which medical technologies are created in the first place, with
these two related policy goals:

1. Reduce total health care spending with the smallest possible loss of health benefits.
2. Ensure that new medical products that increase spending are accompanied by health benefits that are worth the spending increases.

These goals reflect our definition of the “value” of a medical technology, which compares the increase in population health from using it to the extra spending attributable to its use. A medical product can have large health benefits for some patients and little or no benefit for others. Thus, a key issue for increasing value is improving the alignment between products and patients who will benefit from them.We define medical technology broadly to include all applications of knowledge to practical medical problems. However, in this study we focused more narrowly on medical products, specifically drugs, devices, and health information technology (HIT).”

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Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in health care. Health Serv Deliv Res 2014;2(6)

Posted on April 17, 2014. Filed under: Evidence Based Practice, Health Mgmt Policy Planning | Tags: , |

Making sense of evidence in management decisions: the role of research-based knowledge on innovation adoption and implementation in health care. Health Serv Deliv Res 2014;2(6)

Kyratsis Y, Ahmad R, Hatzaras K, Iwami M, Holmes A..

Extract from the Abstract

“Background
Although innovation can improve patient care, implementing new ideas is often challenging. Previous research found that professional attitudes, shaped in part by health policies and organisational cultures, contribute to differing perceptions of innovation ‘evidence’. However, we still know little about how evidence is empirically accessed and used by organisational decision-makers when innovations are introduced.

Aims and objectives
We aimed to investigate the use of different sources and types of evidence in innovation decisions to answer the following questions: how do managers make sense of evidence? What role does evidence play in management decision-making when adopting and implementing innovations in health care? How do wider contextual conditions and intraorganisational capacity influence research use and application by health-care managers?”

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From innovation to adoption: Successfully spreading surgical innovation – Royal College of Surgeons – 14 April 2014

Posted on April 15, 2014. Filed under: Surgery | Tags: , |

From innovation to adoption: Successfully spreading surgical innovation – Royal College of Surgeons – 14 April 2014

News release: Patients must reap the benefits of the latest surgical innovations, warns new report

“Failure to adopt new surgical techniques quickly into everyday clinical practice means NHS patients are missing out on ground-breaking new procedures, warns a new report from the Royal College of Surgeons.

The report, entitled From innovation to adoption: Successfully spreading surgical innovation, sets out for the first time the factors that have helped and hindered the adoption of new surgical techniques in England.”

… continues on the site

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Conflict of Interest and Medical Innovation: Ensuring Integrity While Facilitating Innovation in Medical Research: Workshop Summary – National Academies Press – 2014

Posted on March 25, 2014. Filed under: Research | Tags: , |

Conflict of Interest and Medical Innovation: Ensuring Integrity While Facilitating Innovation in Medical Research: Workshop Summary – National Academies Press – 2014

National Research Council. Conflict of Interest and Medical Innovation: Ensuring Integrity While Facilitating Innovation in Medical Research: Workshop Summary. Washington, DC: The National Academies Press, 2014.

“Description

Scientific advances such as the sequencing of the human genome have created great promise for improving human health by providing a greater understanding of disease biology and enabling the development of new drugs, diagnostics, and preventive services. However, the translation of research advances into clinical applications has so far been slower than anticipated. This is due in part to the complexity of the underlying biology as well as the cost and time it takes to develop a product. Pharmaceutical companies are adapting their business models to this new reality for product development by placing increasing emphasis on leveraging alliances, joint development efforts, early-phase research partnerships, and public-private partnerships. These collaborative efforts make it possible to identify new drug targets, enhance the understanding of the underlying basis of disease, discover novel indications for the use of already approved products, and develop biomarkers for disease outcomes or directed drug use. While the potential benefits of collaboration are significant, the fact that the relationships among development partners are often financial means that it is vital to ensure trust by identifying, disclosing, and managing any potential sources of conflict that could create bias in the research being performed together.

Conflict of Interest and Medical Innovation is the summary of a workshop convened by the Institute of Medicine Roundtable on Translating Genomic-Based Research for Health in June 2013 to explore the appropriate balance between identifying and managing conflicts of interest and advancing medical innovation. A wide range of stakeholders, including government officials, pharmaceutical company representatives, academic administrators and researchers, health care providers, medical ethicists, patient advocates, and consumers, were invited to present their perspectives and participate in discussions during the workshop. This report focuses on current conflict of interest policies and their effect on medical innovation in an effort to identify best practices and potential solutions for facilitating innovation while still ensuring scientific integrity and public trust.”

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Innovillage tools for sustainable change – National Institute for Health and Welfare [Finland] – 2014

Posted on March 25, 2014. Filed under: Health Systems Improvement | Tags: , |

Innovillage tools for sustainable change – National Institute for Health and Welfare [Finland] – 2014

Juha Koivisto, Kristel Englund, Merja Lyytikäinen, Niina Peränen, Niina Pitkänen, Pasi Pohjola & Kati Virtanen. Innovillage tools for sustainable change. National Institute for Health and Welfare (THL). Discussion paper 5/2004. 32 pages. Helsinki, Finland 2014. ISBN 978-952-302-128-0 (printed); ISBN 978-952-302-129-7 (online publication)

“This report presents an open, national innovation environment, called Innovillage, developed in the welfare and health field in Finland. The report starts with a short development history of Innovillage and then presents and discusses the innovation model of Innovillage. The co-development tools of Innovillage are then presented and their workability discussed. Finally, the further development of Innovillage and matters related to the scaling of its innovation culture are considered.

Innovillage began in 2007 at a time when similar observations were being made by different stakeholders in the social and health field in Finland. The ageing population, the threatened availability of skilful professionals, and a recession within the public sector are challenging the existing modes of service production. New models and solutions are needed to meet these challenges. The Ministry of Social Affairs and Health and the other authorities in the field have funded numerous development projects over the recent decades, but the models and solutions developed have only seen limited scaling-up within the sector, with very little development activities working across the sectors. Separate development projects have developed similar solutions over and over, without knowing of each other. New tools and practices are needed for co-development and for boundary-crossing that would strengthen the scaling-up and implementation of new models and solutions. Earlier the key organizations in the field, such as the National Research and Development Centre for Health and Welfare, the Association of Finnish Local and Regional Authorities, and different third-sector organizations, each developed their own databases for ‘good practices’. They were typically ‘passive’ systems, where the developers described the models and/or the local practices developed in their projects. A unified and more interactive platform enabling and supporting real time co-development processes was recognised as necessary in the sector.

According to the Innovillage innovation model, innovation activity is an open, transparent, and collaborative activity that adopts and adapts models already developed by someone else or develops totally new solutions and models. The innovation model consists of three iterative and mutually constitutive sections: Stimulate, Incubate, and Enact. Each section should be worked on to achieve successful solutions and sustainable change in a local site. The sections are not phases that should be worked through in a linear order; they rather include different development tasks that are performed simultaneously and interactively; a change in one thing may generate change in another thing. In addition, the innovation model includes an activity for generalising from a local solution to arrive at a general enactment model that can be applied in
any other innovation activity.

The tools for co-development within Innovillage consist of both web-based tools and face-to-face tools, where actors meet in person. The tools are as follows: Networks Tool for the different networks to collaborate; a Project Database to design and report on development projects; a Development Environment to carry out development activities; Innoworkshops to co-develop face-to-face; Events, to offer a meeting point for the developers (peers), a place where ideas, practices and models can be discussed, marketed and scaled-up; and finally the Innotutor training for developers to practice the innovation culture and learn how to use the Innovillage tools.

One of the key tasks of Innovillage in the near future is to scale-up the Innovillage-like development culture to other sectors. Different sectors typically develop their solutions and models in silos, though often a good solution would entail co-development and collaboration between different actors and practitioners across sectors and organizations.”

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Which doctors take up promising ideas? New insights from open data – Nesta – 28 January 2014

Posted on March 4, 2014. Filed under: Evidence Based Practice, General Practice, Knowledge Translation, Primary Hlth Care | Tags: , |

Which doctors take up promising ideas? New insights from open data – Nesta – 28 January 2014

“The report looks at early adoption of promising new ideas across primary care in England and argues that analysing open data can help public services gain a greater understanding of their take up of innovations.

Key findings
No single group of GP practices were serial early adopters of all the innovations reviewed, but groups of early adopters were identified around specific types of innovations.
Larger GP practices are in a better position to explore and introduce new innovations, while neighbouring practices tended to have similar rates and patterns of adopting new innovations.
GPs rely on a range of resources to identify and learn about innovations – including informal local networks, personal relationships, and information systems. Fellow GPs and national guidance were particularly influential sources of information.
Local intermediaries – such as Academic Health Science Networks and Clinical Commissioning Groups – have an important role to play in the adoption process.

This report demonstrates a rising opportunity to inform practitioners and patients by making use of open data. Analysis of primary care open data shows the potential to chart GP surgeries’ uptake of promising innovations in technologies, drugs and practices.”

… continues

 

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Realizing the Promise of Healthcare Innovation in Ontario – Increasing Value for the Patient, Health System and Economy – Ontario Bioscience Innovation Organization – December 2013

Posted on January 14, 2014. Filed under: Health Economics, Health Technology Assessment, Pharmacy | Tags: |

Realizing the Promise of Healthcare Innovation in Ontario – Increasing Value for the Patient, Health System and Economy – Ontario Bioscience Innovation Organization – December 2013

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Standards of Evidence: an approach that balances the need for evidence with innovation – Nesta – October 2013

Posted on November 19, 2013. Filed under: Evidence Based Practice | Tags: , |

Standards of Evidence: an approach that balances the need for evidence with innovation – Nesta – October 2013

“This paper provides an overview of the Nesta Standards of Evidence. Our aim is to find alignment with academically recognised levels of rigour, whilst managing to ensure impact measurement is appropriate to the stage of development of a variety of different products, services and programmes.”

… continues

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Strategic transformation: How the Best Companies for Leadership excel at both innovation and operational excellence – Hay Group – October 2013

Posted on October 2, 2013. Filed under: Health Mgmt Policy Planning | Tags: , , |

Strategic transformation: How the Best Companies for Leadership excel at both innovation and operational excellence – Hay Group – October 2013

“The Best Companies for Leadership identified in Hay Group’s 2013 survey avoid intermittent revolutions that are normally forged by periodic strategic reviews.  Instead, these companies are as adept at innovation as they are at operational excellence. These are the twin peaks they must ascend simultaneously – a feat that requires an unusual but crucial mix of leadership skills.”

 

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Building resilient and innovative health systems – European Observatory on Health Systems and Policies – 2013

Posted on September 20, 2013. Filed under: Health Mgmt Policy Planning | Tags: , |

Building resilient and innovative health systems – European Observatory on Health Systems and Policies – 2013

“Eurohealth Observer – What makes health systems resilient and innovative?, Advancing public health in Europe and the US, Mental health in Europe, EU-US free-trade zone, Health at your fingertips, The future of health; Eurohealth International – Investing in Health, Improving care for multiple chronic conditions, Societal impact of health care research; Eurohealth Systems and Policies – Governed co-ordination (Austria), Transition towards universal coverage (USA), Pursuing efficiency (Lithuania); and Eurohealth Monitor. “

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Putting innovation to work: improving chronic disease management and health system sustainability in Ontario – The Better Care Faster Coalition – June 2013

Posted on July 24, 2013. Filed under: Chronic Disease Mgmt | Tags: , |

Putting innovation to work: improving chronic disease management and health system sustainability in Ontario – The Better Care Faster Coalition – June 2013

“Better Care Faster believes that more effectively identifying and disseminating high-value breakthroughs in chronic disease management (CDM) offers one of the best hopes for our province to improve the quality and efficiency of our public health care system.”

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Leading the Way to Healthcare Improvement in Quebec: Three CFHI-Funded Healthcare Transformation and Coordination Approaches Realize Results – Canadian Foundation for Healthcare Improvement – 14 March 2013

Posted on March 26, 2013. Filed under: Clin Governance / Risk Mgmt / Quality | Tags: , , |

Leading the Way to Healthcare Improvement in Quebec: Three CFHI-Funded Healthcare Transformation and Coordination Approaches Realize Results – Canadian Foundation for Healthcare Improvement – 14 March 2013

“Three Quebec-led teams are accelerating the transformation of healthcare and seeing positive change, as a result of having applied innovative project and change-management processes to the healthcare challenges in their regions.

The findings are revealed in three reports funded by the Canadian Foundation for Healthcare Improvement (CFHI) released today. They include:

Strategic Community (SC): An Approach for Developing Interorganizational Collaboration by the members of the Work Organization Studies Chair, Université de Sherbrooke, led by Dr. Mario Roy and Madeleine Audet

Innovative Strategy in Organizational Transformation: Creating and Implementing a Transition Support Office within a University Health Centre led by Mélanie Lavoie-Tremblay, Associate Professor, Ingram School of Nursing, McGill University and Marie Claire Richer, Director Transition Support Office (TSO)
In 2008, the McGill University Health Centre (MUHC) set up the Transition Support Office (TSO) to guide the implementation of its large scale redevelopment project which is still underway. Once complete in 2015, the care and services now provided at six hospital sites will be absorbed into three. More than 10,000 staff and thousands of clients will be impacted by the redevelopment. The TSO’s goal is to ensure consistency around the harmonization of clinical practices, team consolidation and process optimization.

Knowledge in Action: Healthcare Management and Governance Innovation Lab, led by Dr. Denis A. Roy, Vice-president of Scientific Affairs, National Institute of Public Health, Quebec”

… continues on the site

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

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

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

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

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

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

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

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

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

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

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

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Inventory of innovation – Health Workforce Australia – 2012

Posted on January 3, 2013. Filed under: Workforce | Tags: , |

Inventory of innovation – Health Workforce Australia – 2012

“The Inventory is a collection of innovative stories undertaken by individuals and organisations across Australia to drive workforce reform within the health care, education and training sectors. It is a practical online resource showcasing the different ways people are meeting the challenge of creating a sustainable and skilled health workforce. HWA has compiled these activities with the vision that initiatives will act as a catalyst for further reform.

Sustained and coordinated efforts make large scale workforce reform achievable. HWA is committed to championing effective initiatives with national potential and the ongoing cultivation of the Inventory, with the philosophy that every investment we make today will build a better tomorrow.”

 

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Health Innovation Portal – Health Council of Canada

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

Health Innovation Portal – Health Council of Canada

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

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Establishing a Vibrant Evidence Paradigm to Support Innovation – Avalere Health, LLC – September 2012

Posted on October 16, 2012. Filed under: Evidence Based Practice | Tags: |

Establishing a Vibrant Evidence Paradigm to Support Innovation – Avalere Health, LLC – September 2012

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

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

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

Extract from the news release:

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

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

 

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Innovation and Improvement in Maternity Services – Royal College of Midwives – 30 July 2012

Posted on August 1, 2012. Filed under: Obstetrics | Tags: , , |

Innovation and Improvement in Maternity Services – Royal College of Midwives – 30 July 2012

Media release: New report backs innovation for midwives

“We should empower frontline staff to innovate and improve their services, according to a new study.

It says it is possible to deliver high-quality, safe and effective care when midwives are engaged and lead on innovation.

The study has been launched by the RCM and the Involvement and participation Association (IPA).

It features examples of innovative practice from across England, including a pioneering apprenticeship programme for maternity support workers at Basildon and Thurrock University Hospitals NHS Foundation Trust.”

… continues on the site

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

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

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

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

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

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

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

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

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Lessons from Health Innovation and Education Clusters – NHS Confederation – 19 June 2012

Posted on June 20, 2012. Filed under: Educ for Hlth Professions, Health Systems Improvement, Knowledge Translation | Tags: , |

Lessons from Health Innovation and Education Clusters – NHS Confederation – 19 June 2012

“The Health Innovation and Education Clusters (HIECs) initiative was launched in 2009/10 as an attempt to promote innovation in the NHS by combining the expertise of industry, health and education at a local level.

The initial funding for most of the 17 HIECs set up across England is due to finish this year, although most have secured continuing funds to manage the transition to new structures. Following research and interviews with all of the HIECs, this Briefing looks at their work to date, what impact it has made and what lessons can be learned from their experience of trying to spread innovation through partnerships.”

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Integrating research into practice: the CLAHRC experience – NHS Confederation – 19 June 2012

Posted on June 20, 2012. Filed under: Health Systems Improvement, Knowledge Translation, Research | Tags: , |

Integrating research into practice: the CLAHRC experience – NHS Confederation – 19 June 2012

“The NHS’s ability to harness innovation to improve patient outcomes is more important than ever in a tough financial climate. Uniquely among the organisations supporting this agenda, the National Institute for Health Research (NIHR) Collaborations for Leadership in Applied Health Research and Care (CLAHRCs) have integrated research and implementation to ensure findings improve practice in real time.

They carry out high-quality applied health research and support getting research evidence into practice in the NHS. It has been said that getting research into practice takes 17 years; CLAHRCs have shown that it’s possible within three years through collaborative partnership working. They provide a powerful model to connect innovation, evidence and implementation.

The NHS Confederation has been closely involved in the work of CLAHRCs and continues to host their national support function. This Briefing describes the CLAHRC approach and their impact to date as well as the factors that continue to contribute to their successes.”

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Academic Health Sciences Networks: engaging with innovation and improvement – NHS Confederation – 19 June 2012

Posted on June 20, 2012. Filed under: Health Systems Improvement | Tags: , , |

Academic Health Sciences Networks: engaging with innovation and improvement – NHS Confederation – 19 June 2012

“This Briefing provides an update on the development of Academic Health Sciences Networks (AHSNs) – a new tier of organisations to improve the identification, adoption and spread of innovation in the NHS.

It explores some of the forms that AHSNs could take, what contributions different sectors need to make and, building on the experience of other local innovation partnerships, how AHSNs will need to be supported as they emerge.

This Briefing is part of a series on the NHS innovation landscape. It is accompanied by “Lessons from Health Innovation and Education Clusters” and “Integrating research into practice: the CLAHRC experience”. Later this year a summing up paper will be released, updating our 2009 publication “Making sense of the new innovation landscape”.”

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

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

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

Extract from the executive summary

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

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

… continues

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Producing Synergy in Collaborations: A Successful Hospital Innovation

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

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

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

Abstract

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

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Opening up healthcare innovation. Innovation solutions for a 21st century healthcare system – AIM Research [UK] – 2012

Posted on March 27, 2012. Filed under: Patient Participation | Tags: |

Opening up healthcare innovation. Innovation solutions for a 21st century healthcare system – AIM Research [UK] – 2012

ISBN 978-1-906087-45-6

Executive summary

“Healthcare systems in the early 21st century face a crisis. Rising demand and expectations are increasingly out of step with the funding models available.Without radical innovation it seems unlikely that we can sustain the kind of healthcare which we associate with highly developed societies.

The healthcare sector has always been characterised by innovation – in treatments and drugs, in hospital and care systems, in primary and acute care pathways and in chronic disease management. But arguably the system suffers from the problem facing all kinds of organisations – a recognition that, despite huge commitment and investment in generating innovation, ‘not all the smart guys work for us’. The ideas behind ‘open collective innovation’ essentially involve finding ways to spread the knowledge net much more widely, bringing into the innovation process a wider range of players and mobilising their experience and creativity in the search for novel and sustainable solutions.

One key direction in which healthcare innovation can open up lies in harnessing the innovation potential of patients and their carers.We already know of many examples where patients have been a key source of innovation; in today’s environment the challenge is to find ways of scaling this to help deal with the innovation crisis. One powerful route is opened up via interactive web-based platforms which build and mobilise communities with common interests. This report discusses the potential of Web 2.0 interactive platforms and provides examples of several which appear to offer considerable additional traction in developing innovative solutions to the healthcare issues faced by such patients.”

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Using clusters and collective learning for innovation. Evidence briefing – Economic and Social Research Council ESRC – 10 January 2012

Posted on February 17, 2012. Filed under: Educ for Hlth Professions | Tags: |

Using clusters and collective learning for innovation. Evidence briefing – Economic and Social Research Council ESRC – 10 January 2012

“To achieve an innovation and knowledge-based economy in the UK, policymakers must move beyond the exclusive focus on individual qualifications and adopt a wider concept of learning, including research on regional clusters and collective learning”

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NHS Chief Executive’s Review of Innovation in the NHS Summary of the responses to the Call for Evidence and Ideas – Young Foundation – December 2011

Posted on January 17, 2012. Filed under: Health Systems Improvement, Knowledge Translation | Tags: , |

NHS Chief Executive’s Review of Innovation in the NHS Summary of the responses to the Call for Evidence and Ideas – Young Foundation – December 2011

“In June 2011, the Department of Health issued a Call for Evidence and Ideas about how the adoption and diffusion of innovations can be accelerated across the NHS. This was part of the NHS Chief Executive‘s Review of Innovation in the NHS. This report is a summary of the responses submitted to the Call for Evidence which was carried out by the Young Foundation on behalf of the Department of Health.”

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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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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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The Learning Health System and its Innovation Collaboratives – Update Report – Institute of Medicine Roundtable on Value & Science-Driven Health Care – 2011

Posted on September 22, 2011. Filed under: Clin Governance / Risk Mgmt / Quality, Evidence Based Practice | Tags: , , |

The Learning Health System and its Innovation Collaboratives – Update ReportInstitute of Medicine Roundtable on Value & Science-Driven Health Care – 2011

“By the year 2020, ninety percent of clinical decisions will be supported by accurate, timely, and up-to-date clinical information, and will reflect the best available evidence.”  Charter  IOM Roundtable on Value & Science-Driven Health Care

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Public Sector Innovation Toolkit released – 29 June 2011

Posted on June 30, 2011. Filed under: Health Systems Improvement | Tags: |

Public Sector Innovation Toolkit released – 29 June 2011

Info below copied from eGov.au blog site:

“Tonight the Department of Innovation, Industry, Science and Research has released the Public Sector Innovation Toolkit website.

The website is part of the APS-wide innovation agenda, designed to help public servants develop and apply innovative solutions.

Published under a Creative Commons Attribution license, the Innovation Toolkit is being used to,

•provide information about the innovation process, tools and approaches that can support innovation in public sector organisations
•provide updates on developments in APS innovation
•provide links to relevant information and research
•discuss issues relating to public sector innovation
•ask for input
•highlight examples of innovation in the public sector.

 As a living resource I expect to see the toolkit growing and maturing based on the feedback of its users as a world-class tool for public servants.”

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Health Sector Innovation and Partnership: Policy Responses to the New Economic Context – OECD – 7 June 2011

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

Health Sector Innovation and Partnership: Policy Responses to the New Economic Context – OECD – 7 June 2011

OECD 50th Anniversary Conference on Health Reform: Meeting the challenge of ageing and multiple morbidities

Background paper by:
Richard B. Saltman, Emory University, European Observatory on Health Systems and Policies, Swedish Forum for Health Policy
Johan Calltorp, Nordic School of Public Health, Jönköping Academy for Health Improvement, Swedish Forum for Health Policy
Aad de Roo,Tilburg University

INTRODUCTION . 3
I. The Changing Economic Context  3
a. Falling rates of growth in developed countries  3
b. Potential implications of economic decline for health systems  4
c. Social implications of computer revolution for health systems 5
d. New emphasis on individual responsibility in health care  5

II. Health Sector Responses to the Changing Economic Context  5

III. Innovation in the Health Sector  6
A. A complex knowledge system  7
B. Innovation in service delivery – a weaker process  8
C. The evaluation and quality agenda  9
D. The “evidence movement” /evidence based practice/evidence informed policy and management  9

IV Organizational Responses to Increasing Numbers of Patients with Multiple Chronic Conditions 10
A. Organizational Challenges and Responses in The Netherlands’ Social Health Insurance Based System 10
1. Growing demand for integrated services  10
2. Changing the supply of services  11
a. Long term care  11
b. Integrated care at the neighborhood level  13
c. Primary care  13
d. Hospitals  15
B. Organizational Challenges and Responses in Sweden’s Tax-Funded Health System  15
C. An Organizational Response from One Not-for-Profit Provider in the United States’ Private Health Insurance Based System  17

CONCLUSION  18

REFERENCES 20

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Making the most of public services A systems approach to public innovation – The Work Foundation – May 2011

Posted on May 31, 2011. Filed under: Workforce | Tags: , , |

Making the most of public services A systems approach to public innovation – The Work Foundation – May 2011

A Knowledge Economy programme report Charles Levy
May 2011

“While our economy is showing tentative signs of recovery, the public sector is facing almost unprecedented challenges. An innovation miracle is being demanded from the centre – services are facing a triple lock of shrinking public  spending, expanding service demands and a broad reform agenda. Looking at two case studies – international higher education and the NHS – this paper highlights that the government is struggling to understand how to support innovation within public services, and that this will impact on the future performance of both public and private sectors.”

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Academic – NHS – Industry Collaboration in Experimental Medicine – NHS Insttitute for Health Research – 2011

Posted on May 10, 2011. Filed under: Knowledge Translation, Research | Tags: |

Academic – NHS – Industry Collaboration in Experimental Medicine – NHS Insttitute for Health Research – 2011

“The ability of academia, the NHS and industry to collaborate in more productive ways will speed translation of scientific ideas and observations into therapeutics and benefits for patients.

Collaboration is effective when it teams complementary scientific skills, knowledge and technologies to tackle a complex research issue. It is most pertinent when undertaking the early clinical phase in the development of a new healthcare product. At a recent workshop involving the directors of academic experimental medicine centres and industry scientists, a number of complementary strengths and resources were highlighted:”  … continues

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Transforming community services transformational guides – Department of Health [UK] – 8 February 2011

Posted on February 9, 2011. Filed under: Community Services, Health Systems Improvement | Tags: , |

Transforming community services transformational guides – Department of Health [UK] – 8 February 2011

“The six transforming community service reference guides were co-produced with clinicians. They utilise up to date evidence-based research from the Health Services Management Centre (HSMC), and experiential knowledge from clinical innovation in practice. The guides relate to 6 key specific areas of practice, namely: health and well being; children, young people and families; acute care closer to home; long term conditions; rehabilitation and end of life care.

These guides are for use by frontline clinicians, commissioners and providers and are based around a framework of ambition, action and achievement:

Clearly setting out your ambition Taking action to deliver the ambition using the best available evidence (high impact changes) Demonstrating and measuring achievement (using quality indicators)The guidance also includes six transformational attributes which practitioners and teams need to demonstrate in order to meet the requirements of the high performing practitioner-partner-leader roles.”

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Centers for Medicare & Medicaid Services has established Innovations.cms.gov – the CMS Center for Medicare & Medicaid Innovation

Posted on January 25, 2011. Filed under: Clin Governance / Risk Mgmt / Quality | Tags: |

Centers for Medicare & Medicaid Services has established Innovations.cms.gov – the CMS Center for Medicare & Medicaid Innovation

By Don Berwick, M.D., Administrator of the Centers for Medicare & Medicaid Services

“We have been given a great opportunity – under the historic Affordable Care Act – to create the Center for Medicare and Medicaid Innovation.

The ultimate goal of the Innovation Center is to explore new approaches to the way we pay for and deliver care to patients so that we have better results both in terms of the quality of care and the affordability of coverage. Congress has charged this new CMS Center with identifying, testing and ultimately spreading new ways of delivering care and new ways of paying for care.

This is an enormous, challenging and exciting opportunity. But, we cannot do it alone. The Innovation Center will work with a diverse group of stakeholders including patient advocates, hospitals, doctors, consumers, employers, states, and other federal agencies to get the best ideas and put them to work.”  … continues

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Innovation Takes Leadership: Opportunities & Challenges for Canada’s Health Care System – Ivey: Centre for Health Innovation and Leadership – 2010

Posted on October 14, 2010. Filed under: Health Mgmt Policy Planning, Health Systems Improvement | Tags: , |

Innovation Takes Leadership: Opportunities & Challenges for Canada’s Health Care System – Ivey: Centre for Health Innovation and Leadership – 2010

Anne Snowdon, Jeremy Shell, K. Kellie Leitch

Extract from the introduction:

The health of a population is directly related to its productivity and a country’s economic, growth and competitiveness. Yet, Canada’s health care future is uncertain. Our system faces a rapidly rising demand for quality health care services that are timely and accessible to an aging population experiencing increasing rates of chronic illness1. To ensure Canada’s future economic competitiveness, we must work to ensure the sustainability of a strong health care system. How? The Ivey Centre for Health Innovation and Leadership believes the answer lies in health system innovation: technological, procedural and cultural.

So, if that’s the answer, how are we doing? In short, not so well. A 2008 McKinsey & Company report found that Canada earns a “D” grade in innovation, placing 13 among 17 developed nations in this economic and future prosperity indicator2. Further, according to the Conference Board of Canada, “Canada ranks near the bottom of its peer group on innovation, ranking 14th among the 17 peer countries. Canada’s low relative ranking means that, as a proportion of its overall economic activity, Canada does not rely on innovation as much as some of its peers. Overall, countries that are more innovative are passing Canada on measures such as income per capita, productivity, and the quality of social programs.”

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The role of evaluation in evidence-based decision-making – BIS Department for Business Innovation and Skills [UK] – 11 August 2010

Posted on August 28, 2010. Filed under: Health Mgmt Policy Planning | Tags: , |

The role of evaluation in evidence-based decision-making – BIS Department for Business Innovation and Skills [UK] – 11 August 2010

Summary:
This strategy aims to improve the evaluation of the department’s’ policies and to ensure results and lessons learned are integrated into policy making.

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New methods for user driven innovation in the health care sector – Nordic Innovation Centre – September 2009

Posted on April 7, 2010. Filed under: Patient Participation | Tags: , |

New methods for user driven innovation in the health care sector – Nordic Innovation Centre – September 2009
Nordic Innovation Centre project number:  07193
Author(s):  Rolf Røtnes and Pia Dybvik Staalesen

“Abstract:
This project aims to draw attention to user driven innovation in the health care sector. The goal is to develop and test methods for user driven innovation in the context of health care. Methods which have proven valuable in industrial contexts may lack suitable counterparts within the health care sector. The report consists of an overview of innovation theory, hereunder user driven innovation directions, an analysis of the health care sector, the need for innovation and the specificities which have to be taken into  consideration in innovation processes and a presentation of state of the art examples from the Nordic region and the USA. Most important, the study comprises six pilot projects which have been carried out during the study. The pilot projects are supposed to test various methods of user driven innovation and the results give an idea of where one has to put effort in order to make innovation processes in the health care sector as smooth, effective and successful as possible.”

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Innovation in Healthcare Delivery Systems: A Conceptual Framework – 2010

Posted on March 23, 2010. Filed under: Health Systems Improvement | Tags: |

Innovation in Healthcare Delivery Systems: A Conceptual Framework – Vincent K. Omachonu and Norman G. Einspruch – The Innovation Journal: The Public Sector Innovation Journal, Volume 15(1), 2010, Article 2.

ABSTRACT

“The healthcare industry has experienced a proliferation of innovations aimed at enhancing life expectancy, quality of life, diagnostic and treatment options, as well as the efficiency and cost effectiveness of the healthcare system. Information technology has played a vital role in the innovation of healthcare systems. Despite the surge in innovation, theoretical research on the art and science of healthcare innovation has been limited. One of the driving forces in research is a conceptual framework that provides researchers with the foundation upon which their studies are built. This paper begins with a definition of healthcare innovation and an understanding of how innovation occurs in healthcare. A conceptual framework is then developed which articulates the intervening variables that drive innovation in healthcare. Based on the proposed definition of healthcare innovation, the dimensions of healthcare innovation, the process of healthcare innovation and the conceptual framework, this paper opens the door for researchers to address several questions regarding innovation in healthcare. If the concept of healthcare innovation can be clarified, then it may become easier for health policymakers and practitioners to evaluate, adopt and procure services in ways that realistically recognize, encourage and give priority to truly valuable healthcare innovations. Lastly, this paper presents 10 research questions that are pertinent to the field of healthcare innovation. It is believed that the answers to these and other such questions will hold the key to future advances in healthcare innovation research.”

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Issues and Ideas on Innovation: Informing the NHS Next Stage Review – RAND – August 2009

Posted on August 10, 2009. Filed under: Health Systems Improvement | Tags: , |

Issues and Ideas on Innovation: Informing the NHS Next Stage Review
RAND Corporation August 2009
By: Jonathan Grant, Philipp-Bastian Brutscher, Annalijn Conklin, Michael Hallsworth, Anna-Marie Vilamovska, Evi Hatziandreu
34 p.     Document Number: DB-554-DH

“This document briefing, prepared for the Department of Health, presents a ‘think piece’ on the key issues and ideas on innovation in the NHS. The objective of the work was to provide a challenge function for the Department of Health on its work around innovation for the NHS Next Stage Review . The issues and ideas are grounded in theory or empirical evidence and, where possible, supported by examples. This report does not purport to be a systematic review of innovation theory, but should be of interest to policymakers in the Department who are concerned with innovation, especially in the context of health systems.”

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Driving innovation through public procurement – UK Office of Government Commerce – 9 July 2009

Posted on July 31, 2009. Filed under: Health Systems Improvement | Tags: , , |

Driving innovation through public procurement – UK Office of Government Commerce – 9 July 2009

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Kennedy study of valuing innovation – UK – 22 July 2009

Posted on July 23, 2009. Filed under: Health Technology Assessment | Tags: , , |

Kennedy study of valuing innovation – UK – 22 July 2009

Sir Ian Kennedy presents his report on the value of new innovative health technologies – Press release

From the press release:
“In February 2009, NICE asked Professor Sir Ian Kennedy to undertake an independent study in response to the views expressed by Sir David Cooksey in his Review and Refresh of Bioscience 2015.

Sir Ian Kennedy was asked to carry out a short study on how NICE establishes the value of innovation, and in particular to make recommendations about what approach should be adopted by NICE to ensure that innovation is properly taken into account when establishing the value of new health technologies. In undertaking the study, Sir Ian Kennedy called for submissions from interested parties, and held a series of workshops to explore the issues with individuals from the healthcare industries, healthcare professionals, the NHS, patients and the wider public. Sir Ian Kennedy’s study was also informed by the views of NICE’s Citizens Council, who considered innovation at its meeting in May 2009.

Sir Ian Kennedy presented his report at the public NICE Board meeting on the 22 July 2009. The report and further information about the study is available on the NICE website.

Professor Sir Michael Rawlins said: “We are very grateful to Sir Ian for his report on the value of innovation, and for broad confidence he has expressed in NICE and its methods. Since NICE was established we have regularly consulted on our approach to valuing the benefits of new technologies and we welcome the opportunity to focus on innovation. Sir Ian’s report raises a number of issues that NICE will need to consider. NICE’s Board will set out a formal response at its next public Board meeting in September, which will then be the subject of a three-month consultation.”

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UK Department of Health encourages new health innovation and education clusters (HIECS) 11 May 2009

Posted on May 12, 2009. Filed under: Educ for Hlth Professions | Tags: , |

Monday 11 May 2009 15:16
UK Department of Health (National) -£10m to encourage new health innovation and education clusters (HIECS)

“The Department of Health is inviting applications for partnerships between health, social care, education and business sectors to become Health Innovation and Education Clusters (HIECs) , which will deliver high quality care to patients, it announced today.

The £10million cash injection will fund the cost of setting up these new clusters, which will bring together organisations from across the NHS, higher education, industry and other public and private sector organisations.

The clusters will improve the knowledge and skills of NHS staff, by providing best practice education and training for nurses, doctors, dentists and the full range of professions in all healthcare settings. This in turn will quickly bring the latest innovations in care and treatment, including new medicines and devices to NHS patients.” … continues

To help applicants the Department of Health has published a guide ‘Breakthrough to real change in local healthcare: A guide for applications to create Health Innovation and Education Clusters (HIECs)’.

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Breakthrough to real change in local healthcare: a guide for applications to create Health Innovation and Education Clusters (HIECs) UK 6 May 2009

Posted on May 7, 2009. Filed under: Educ for Hlth Professions | Tags: |

Breakthrough to real change in local healthcare: a guide for applications to create Health Innovation and Education Clusters (HIECs) (pdf 727 KB)

Document type:     Guidance
Author:  UK  Department of Health

Published date:      6 May 2009
Pages:      16

“The Department of Health is investing £10 million in the introduction of Health Innovation and Education Clusters (HIECs) across England.  HIECs will be partnerships between NHS, higher education, industry and other public and private sector organisations. They will support the spread and adoption of innovation locally and strengthen professional education and training.

This guide describes the vision for HIECs, the role of HIECs in education and training, how HIECs will support innovation and the application process.  This starts a period of informal dialogue with strategic health authorities (SHAs) and prospective HIEC partners, leading to expressions of interest in early September 2009 and a final announcement on the first wave of HIECs in December 2009. SHAs are co-ordinating applications and, as part of the process, they are arranging regional stakeholder events. Contact details for the SHA in your area are included.”

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Innovation that matters. How innovation is currently supported in an ageing society 28 April 2009

Posted on May 5, 2009. Filed under: Aged Care / Geriatrics | Tags: , |

Innovation that matters. How innovation is currently supported in an ageing society Full report (pdf)
Author:
The original research was conducted by Deloitte and the summary was produced by Dr Michael Harris, NESTA. (NESTA – National endowment for Science Technology and the Arts – a unique and independent body with a mission to make the UK more innovative.)

Published:  28 April 2009

Download:
Summary report: Preparing for ageing (pdf)

Description/aims

This research summary is based on a full report commissioned by NESTA from Deloitte.

It describes the challenge of an ageing society, assesses the role that innovation is currently playing in meeting this challenge, and identifies where innovation needs to be harnessed more fully.

It covers the public, private and voluntary sectors, across five areas: housing; the local environment; health and social care; personal finance; and social inclusion.

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Innovation across central government – UK Audit Office Report 26 March 2009

Posted on April 29, 2009. Filed under: Health Systems Improvement | Tags: , |

Innovation across central government – UK Audit Office Report 26 March 2009 (pdf)

This report describes the innovation agenda, including government’s track record of innovating and how this compares with the private sector. It describes some of the key challenges which require innovation as well as the responsibilities of the bodies involved in increasing the innovative capacity of government. Case examples of innovation are also included. (National Audit Office – publications)

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NHS Training for Innovation – new website

Posted on April 16, 2009. Filed under: Educ for Hlth Professions | Tags: |

NHS Training for Innovation

TFI is dedicated to improving the quality, effectiveness and global competitiveness of the UK healthcare sector by developing and increasing the uptake of new healthcare technologies.

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