National Audit Office briefing on the rationale, costs and benefits of the Private Finance Initiative; the use of and impact of PFI, and ability to make savings from operational contracts; and the introduction of PF2. There are currently over 700 operational
Report from the National Audit Office that finds that the NHS has received extra funding, but this has mostly been used to cope with current pressures and has not provided the stable platform intended from which to transform services. Despite
This report from the Reform thinktank illustrates the areas where artificial intelligence (AI) could help the NHS become more efficient and deliver better outcomes for patients. It also highlights the main barriers to the implementation of this technology and suggests
Ahead of an opposition day debate in Parliament, NHS Providers has produced a briefing on NHS winter pressures. It includes: NHS Providers key messages on NHS winter pressures Analysis of NHS England’s weekly winter performance data How staff are going
An Accountable Care Organisations (ACO) is a model of healthcare organisation where a provider, or group of providers, takes responsibility for the healthcare provision of an entire population. There is no fixed definition of an ACO, but the organisation usually receives an annual,
Leading Large Scale Change: a practical guide has been produced by the NHS England Sustainable Improvement Team and the Horizons Team, NHS England, to help all those involved in seeking to achieve transformational change in complex health and care environments.
This best practice framework aims to address two models and the implementation approach that needs to be taken by sustainability and transformation partnerships (STPs) and their provider organisations with ensuing threats to patient safety, during the winter months. In using this
Case study of the transformation of existing palliative care services into enhanced supportive care (ESC). . The multi-disciplinary ESC team covered all patients’ needs. It had strong financial support and worked with the oncology team, so that patients could access the ESC team at any stage
Revised case study many trusts are exploring options for moving care into the community. This case study demonstrates how one mental health has achieved this, and as a result improved patient care and reduced costs.
Case study of how Chelsea and Westminster Hospital NHS FT have made great strides in taking sexual health services online. This provides an innovative and lower cost method of delivering services in response to resource pressures.
This case study covers the use of scanning (of products, places and patients) to improve efficiency and safety. It initially arose from a procurement strategy, but has now gone wider than that, addressing the wider NHS issue of having information readily available to make the right decisions.
Report that identifies challenges to delivering 7 day hospital services, for each challenges it offers a range of solutions: Implementing Clinical Standard 2 – time to first consultant review Understanding Clinical Standard 2 – time to first consultant review Job planning Winning hearts and
Nuffield Trust report on the slow adoption of innovations by the NHS that finds it is due to: An overly supply-driven and top-down approach to innovation. Shifts towards the co-production of solutions between clinicians and industry are encouraging, but initiatives
The report highlights that reconfiguring NHS services takes time to generate the intended results and that robust, repeat evaluation can help to inform decisions and improvement. To do this it considers the case of the early impact of changes to urgent
To better use public assets, and do so through collaboration with local partners, based on in-depth interviews, the report outlines the five key ways to ensure success and overcome common challenges. These are: Know your assets and share that knowledge
This report explores the funding and finance options available to cities, seting out are four approaches that cities could potentially take to fund and finance inclusive growth policy: Taxes and fees – raising or retaining income from taxes, charges and fees Partnerships
The Ambulance Response Programme (ARP) aims to improve patient outcomes and increase the operational efficiency of ambulance service provision. This impact assessment provides evidence that the Ambulance Response Programme (ARP) delivers operational efficiency, financial efficiency in terms of cost avoidance
Advice for ambulance trusts and A&E delivery boards on what action to take during busy periods and should ambulances begin to queue. This aims to help reduce delays in handover of patients from ambulance services to emergency departments. It draws
Report from the BMA that identifies the following measures are required to save general practice. Recurrent and sustainable funding and resources A workforce strategy that is recurrently funded to enable an expansion A sustainable, long-term indemnity package for general practice Enabling practices
This guide has been created to help identify areas of variation in emergency admissions in more and less deprived CCGs and to promote a discussion where variation occurs.