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Showing results for tags 'Productivity'.
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Content ArticleIn this blog, Siva Anandaciva, Chief Policy Analyst at The King's Fund, examines NHS productivity—a top political priority. He highlights the difficulties in understanding the reasons for low productivity in the NHS after the Covid-19 pandemic and outlines the need to distinguish between productivity and delivery in order to really understand the issues.
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Content ArticleAs the NHS’s digital transformation journey enters a new phase, there are opportunities to improve the quality and productivity of the healthcare system. This phase is not just about advancing the maturity of electronic health records (EHRs) but also about embracing the vast potential of generative artificial intelligence tools. In this HSJ article, Robert Wachter and Harpreet Sood explore the reasons why EHRs have not yet delivered promised productivity improvements and look at how GenAI offers opportunities for the NHS to realise productivity benefits faster, cheaper and at a greater scale.
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- AI
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Content ArticleThis narrative review in the journal Anaesthesia reviews the background to overlapping surgery, an approach in which a single senior surgeon operates across two parallel operating theatres. Anaesthesia is induced and surgery commenced by junior surgeons in the second operating theatre while the lead surgeon completes the operation in the first. The authors assessed whether there is any theoretical basis to expect increased productivity in terms of number of operations completed. A review of observational studies found that while there is a perception of increased surgical output for one surgeon, there is no evidence of increased productivity compared with two surgeons working in parallel. There is potential for overlapping surgery to have some positive impact in situations where turnover times between cases are long, operations are short and where ‘critical portions’ of surgery constitute about half of the total operation time. However, any advantages must be balanced against safety, ethical and training concerns.
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- Safe staffing
- Productivity
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Content ArticleIn its 75th anniversary year, the strains on the NHS are all too clear, with demand from an ageing population increasing, while the number of patients treated is still lower than before the pandemic. The Chancellor recently announced the “most ambitious productivity review ever undertaken by government”, yet it is unclear how to bring about the necessary productivity improvements in the NHS to meet the challenges of the future. For the 2023 REAL challenge lecture, Professor Dame Diane Coyle, Bennett Professor of Public Policy at the University of Cambridge, explored some of the key drivers of UK healthcare productivity and discuss what we might hope the NHS will look like when it reaches its centenary. You can watch the video of the lecture and download the slides below.
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- Data
- Long-term conditions
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Content ArticleIn this blog, journalist Rory Cellan-Jones reflects on some major challenges the NHS currently faces. Sharing insights from a recent meeting with medtech companies and a lecture by economist Professor Diane Coyle, he shares concerns that productivity in the health service has decreased as a result of the pandemic, and that medtech companies face barriers in selling their solutions to the NHS. He highlights a growing consensus that policymakers need to think beyond immediate firefighting and look at how to transform the NHS over the long term.
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- Digital health
- Technology
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Content ArticleThe workforce crisis engulfing the health and care system is well documented. In the NHS, increases in staff numbers are not keeping pace with demand for staff and services; in 2021/22, for the first time, the number of people working in adult social care in England fell, and there are now 165,000 vacancies. In this long read, Sally Warren, Director of Policy at The King's Fund, looks at a report by Bill Morgan, commissioned by The King's Fund and Engage Britain, to consider why politicians have failed to act, where only they can, to deliver the workforce that the health and care system needs. The article covers the following areas: Transparency in workforce planning assumptions Training and international recruitment Retention: it’s not just about pay More than a numbers game, getting the culture and leadership right Productivity and skill mix Action at all levels Service improvement ambitions matched to the available workforce
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- Workforce management
- Transparency
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Community PostThis year's theme for World Patient Safety Day (17 September) is Health Worker Safety: A Priority for Patient Safety. We know that staff safety is intrinsically linked to patient safety but we need your insight to help us understand what matters most when it comes to feeling safe at work. So we're asking you to tell us: What is most needed for health and care staff to feel physically or mentally safe at work? In this short video, Claire Cox (Patient Safety Learning's Associate Director of Patient Safety and a Nurse) shares her top three. What do you think is most needed? Please join the conversation and help us speak up for health worker safety! Nb: You'll need to sign in to the hub to comment (click on the icon in the top right of your screen). If you're not a member yet, you can sign up here for free.
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- Staff safety
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Content ArticleClinicians at Guy's & St Thomas' Foundation Trust in London are preparing to publish the results of 15 one-day HIT lists between February 2021 and August 2022, involving 300 patients across eight different specialties, in which they claim they have been able to carry out four times as many operations as they would normally expect to complete in a month using conventional lists.
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- Surgery - General
- Long waiting list
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Content ArticleThis article explores political barriers to integrated care, arguing that improving the US healthcare system requires the pursuit of three aims: improving the experience of care, improving the health of populations and reducing per capita costs of health care.
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- Patient
- Quality improvement
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Content ArticleThis study in the Journal of Health Organization and Management aimed to explore factors shaping the implementation of five new care model (NCM) initiatives in the North East of England. The study findings demonstrate that all five pilot sites experienced, and were subject to, unrealistic pressure placed upon them to deliver outcomes.
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- Innovation
- Transformation
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Content ArticleA dilemma is a situation in which a difficult choice has to be made between two or more alternatives, especially ones that are equally undesirable. Healthcare is full of dilemmas as a result of the huge number of stakeholders with conflicting goals, multifaceted interactions and constraints, and multiple perspectives, which change daily. Dilemmas are created when safety conflicts with productivity, cost efficiency, and flow. A focus on one patent’s safety may conflict with a focus on all patients’ safety. It is vital that the different stakeholders talk to expose dilemmas and reveal the hidden trade-offs or adjustments that are kept secret because people are fearful of the consequences. Articulating dilemmas helps us to find a way to bring people with different interests and incentives into a conversation that meets everyone’s needs.
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- Communication
- Culture of fear
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Content ArticleSleep is fundamental to good health. Healthcare professionals receive little teaching on the importance of sleep, particularly with respect to their own health when working night shifts. Knowledge of basic sleep physiology, together with simple strategies to improve core sleep and the ability to cope with working nights, can result in significant improvements both for healthcare professionals and for the patients they care for. This article by Dr Mike Farquhar, published in the Archives of Disease in Childhood: Education & Practice, gives practical advice for night shift workers and, generally, how to improve your quality of sleep.
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Content ArticleThis project is led by the Department of Anaesthesia at Newcastle upon Tyne NHS Foundation Trust, in partnership with Northumbria University Newcastle. The aim is to co-design a fatigue risk management strategy at the Trust to help teams effectively manage night shift fatigue.
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- Hospital ward
- AHP
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Content ArticleThe Safer Nursing Care Tool has been developed by the Shelford Group to help NHS hospital staff measure patient acuity and/or dependency to inform evidence-based decision making on staffing and workforce. The tool, when allied to Nurse Sensitive Indicators (NSIs), offers nurses a reliable method against which to deliver evidence-based workforce plans to support existing services or to develop new services. The Shelford Group is an organisation comprising Chief Executives of 10 of the leading NHS multi-specialty academic healthcare organisations in England. The Chief Nurses of each of these NHS Trusts belong to a subgroup of the organisation and they meet every two months to share best-practice, benchmark and work towards improving standards in nursing.
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- Work / environment factors
- Organisation / service factors
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Content ArticlePresentation slides from Salford University's Patient Safety Conference.
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- Confidence
- Resource allocation
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Content ArticleThe Faculty of Medical Leadership and Management (FMLM) have developed a self-assessment tool for multi-professional healthcare teams, irrespective of their background or sector. Individuals, teams and organisations need clarity and support on how to establish and sustain high performing multi-professional healthcare teams. This self-assessment tool offers a simple and accessible measure of team performance to facilitate this process.
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- Organisational Performance
- Team leadership
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Content Article'The Productive Ward: Releasing time to care' was a quality improvement programme developed by the NHS Institute for Innovation and Improvement (NHSI) and introduced in 2007. It was designed to improve efficiency, productivity and performance at ward level in acute hospitals. It was based on three principles: good ward organisation so that materials were readily accessible displaying ward-level metrics such as patient safety and experience use of visual aids to understand patient status at a glance.
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- Hospital ward
- Productivity
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Content ArticleThe health and care system in the UK is under intense pressure and as a result, patient and public satisfaction with services has dropped significantly, prompting debate and discussion about the future of health and care services. In this article, Charlotte Wickens, Policy Adviser at The King's Fund, looks at five 'myths' perpetuated about the NHS by politicians and the media. She analyses the extent to which each myth can be backed up or debunked by the available data and evidence. The myths she analyses are: The NHS is a bottomless pit, demanding more and more money The NHS is inefficient GPs aren't working hard enough to meet demand for appointments The government has 'fixed' social care The NHS is being privatised
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- Patient engagement
- Social care
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