A hospital NHS Trust REQUIREMENT: (1500 WORD) 1) STRETEGY AND PLANING 2) Enterprise system 3) Managing IT project process improvement

& organizational change 4) DATA Management 5) Business Intelligence and DSS 6) Impact of IT ME THODU COPY PASTE KRYU 6 TE TNE KAM NU HOY TO JOI LEJE.BAKI TU TARI RITE BNAVJE. National service frameworks (NSFs) and strategies set clear quality requirements for care. These are based on the best available evidence of what treatments and services work most effectively for patients. One of the main strengths of each strategy is that it is inclusive, having been developed in partnership with health professionals, patients, carers, health service managers, voluntary agencies and other experts. NHS services An overview of the most common services performed by the NHS and the costs involved (if any). Hospital services Dental services GP service Eye care Pharmacies Emergency and urgent care Social care services Mental health services This area of management includes:
y y y y

design and engineering operational management project management and procurement strategy and planning

For the NHS a typical day includes:

y y y y y y y

Over 835,000 people visiting their GP practice or practice nurse Almost 50,000 people visiting accident and emergency departments 49,000 outpatient consultations 94,000 people admitted to hospital as an emergency admission 36,000 people in hospital for planned treatment 28,000 sight tests being carried out 18,000 calls to NHS Direct

The structure of the NHS Hospitals in the NHS are managed by NHS trusts (sometimes called acute trusts) and are run by a trust board. These trusts make sure that hospitals provide high quality health care, and that they spend their money efficiently. Mental health trusts and ambulance trusts have a similar structure but tend to cover wider areas. There are almost 300 hospital, mental health and ambulance trusts, and 152 primary care trusts in England. Primary care is provided in your local community via your local GP, NHS walk-in centre, dentist, pharmacist and optician. NHS Direct is also responsible for providing healthcare advice and information 24 hours a day via the internet and over the telephone. All hospital and mental health trusts are dependent on primary care trusts (PCTs) commissioning services such as elective surgery, outpatient visits and other treatments from them, but PCTs also run community-based hospitals and provide services such as district nursing and health promotion. PCTs still tend to commission many services from their local hospital. However, under the patient choice initiative, anyone needing elective hospital treatment will be offered a choice of where it is carried out, including independent sector treatment centres (ISTCs) run by private companies. Strategic health authorities (SHAs) cover large areas - typically neighbouring counties or large city areas - and are responsible for overseeing other NHS organisations in their area and leading on issues such as workforce development and capacity. A typical NHS performance strategy?

Typical NHS performance improvement strategy Design the system to prevent performance failure. Create awareness of targets and performance requirements, and raise leadership intent to deliver them. Seek to improve the performance of specific departments, specialties, practices or parts of the system. Work harder. Implement measurement systems to monitor compliance with the required performance.

We need to move away from the typical approach to performance improvement as set out in Table 2. For most NHS organisations, the system up to now has been designed to prevent performance failure; to avoid breaches of performance standards or targets (such as four-hour waits in A&E); and to achieve key targets and goals such as maximum wait times for elective, emergency and cancer care. The basic aim has been to achieve the performance or quality standard.

Potential NHS performance improvement strategy Design the system to continuously improve. Take a process view of patient flow across departmental and organisational boundaries. Work smarter by: focussing on the bottlenecks that prevent smooth patient flow managing and reducing causes of variation in patient flow segmenting patients according to their specific needs. Implement measurement systems for improvement that reveal the true performance of the system and the impact of any changes made in real time.

1. Treat day surgery (rather than inpatient surgery) as the norm for elective surgery 2. Improve patient flow across the whole NHS system by improving access to key diagnostic tesTS 3. Manage variation in patient discharge thereby reducing length of stay 4. Manage variation in the patient admission process 5. Avoid unnecessary follow-ups for patients and provide necessary follow-ups in the right care setting

6. Increase the reliability of performing therapeutic interventions through a Care Bundle approach 7. Apply a systematic approach to care for people with long-term conditions 8. Improve patient access by reducing the number of queues 9. Optimise patient flow through service bottlenecks using process templates 10. Redesign and extend roles in line with efficient patient pathways to attract and retain an effective workforce DATA MANAGEMENT Among the services we provide through our hospital data entry service system include hospital documents management which entails document scanning and reading via state-of-the-art scanners and document conversion which consists of converting the documents and processing them into formats that are easily comprehensible. IT IMPACT The NHS is expected to miss out on almost £250m-worth of IT upgrades that were planned for 2009/10. Caricaturing the £12bn NHS IT revamp as a failing supercomputer is reductionist and makes it harder to voice genuine criticisms of the project IT problems at one of UK's most respected hospital trusts has led to a backlog of at least 14,000 London patients on a waiting list for treatment. Systems had to be revenue earning for suppliers on any length of contract i.e. shortlists and intentions to purchase are excluded. ‡ In the absence of other information patient administration systems (PAS) are identified as the major enterprise system and the foundation for the Electronic Patient Record. ‡ Multiple µenterprise¶ systems are identified causing more systems than trusts. All have equal status: no priority is given to prime contractor or facilities management status. ‡ Departmental systems only i.e. serving one or a few departments are excluded. ‡ Electronic Patient Record methods using data warehousing are discounted ± only large-scale EPR systems that provide direct clinical support per the Information for Health direction.

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