Knowledge @lert for Wednesday 24th February

February 24, 2016 Daily News Uncategorized

New BCF rules to safeguard CCG finances – Health Service Journal
Protracted negotiations between NHS and social care leaders have resulted in a new set of rules governing the £3.9bn fund for integrated care.

  • New rules will still divert better care fund cash to acute sector
  • Much delayed guidance comes after weeks of talks between NHS England and social care leaders
  • Guidance seeks to minimise risk of overstretching CCG budgets
  • CCGs reminded they can fine councils over delayed transfers

BMA plans three strikes and legal action over contract imposition – Health Service Journal
The British Medical Association has announced three 48 hour strikes and plans to launch a judicial review against the government’s plan to impose a new junior doctors’ contract.

  • from 8am 9 March to 8am 11 March (emergency care only);
  • from 8am 6 April to 8am 8 April (emergency care only); and
  • from 8am 26 April to 8am 28 April (emergency care only).

Investigation of nurses’ intention to leave: a study of a sample of UK nurses – Journal of Health Organization and Management, Volume 30, Issue 1, March 2016.
The study provides an evaluation of the key antecedents of leave intention demonstrated by nurses employed in UK National Health Service (NHS). Survey assessment of a sample of 433 nurses employed within the National Health Service was undertaken, potential relationships relating to both affective commitment and leave intention and workplace experiences assessed through leader-member exchange (LMX) and perceived organisational support (POS) have been evaluated quantitatively, using confirmatory factor analysis and structural equations modelling.

The implications of the study results are that to safeguard nurse retention, appropriate line manager engagement is crucial, but this requires organisational support that is recognised by the employees, especially to enhance their levels of affective commitment.  This is given by providing NHS-based assessment of the role of both POS and LMX in the realisation of both affective commitment and desire to remain with their current organisations amongst members of the UK nursing profession.

Quality improvement in large healthcare organizations: searching for system-wide and coherent monitoring and follow-up strategies – Journal of Health Organization and Management, Volume 30, Issue 1, March 2016.
Most health care systems are flooded with a vast amount of registers, records, and measurements. A key issue is how such data can be processed and refined to reflect the needs and the development process of the health care system and how rich data can be used for improvement purposes. This study presents key organizational actor’s view on important factors to consider when building a coherent organizational monitoring and follow-up strategy.

Sustaining organizational culture change in health systems. – Journal of Health Organization and Management, Volume 30, Issue 1, March 2016.
The questions addressed by this review are: (1) what are the guiding principles underlying efforts to stimulate sustained cultural change; (2) what are the mechanisms by which these principles operate; and, (3) what are the contextual factors that influence the likelihood of these principles being effective?

This is the first study to adopt a realist approach for understanding how changes in organizational culture may be sustained. Through doing so, this review highlights the broad principles by which organizational action may be organized within enabling contextual settings.

Measuring effective capacity in an emergency department – Journal of Health Organization and Management, Volume 30, Issue 1, March 2016.
The purpose of this paper is to show how elements from queueing theory can be used to obtain objective measures of effective capacity in the triage function at Skaraborg Hospital in Sweden without direct observation of the function itself.

This paper uses elements from queueing theory in an innovative way to measure the effective capacity of a service process without direct observation, thereby also avoiding the potential risk of the Hawthorne effect.

Performance management in healthcare: a critical analysis – Leadership in Health Services, Volume 29, Issue 1, Page 52-68, February 2016.
The purpose of this paper is to explore the underlying theoretical assumptions and implications of current micro-level performance management and evaluation (PME) practices, specifically within health-care organizations. PME encompasses all activities that are designed and conducted to align employee outputs with organizational goals.

In this paper, written for health-care leaders and health human resource specialists, the theoretical assumptions and implications of current PME practices within health-care organizations are explored. It is hoped that readers will be inspired to support innovative PME practices within their organizations that encourage peak performance among health-care professionals.

Exploring senior nurses’ experiences of leading organizational change – Leadership in Health Services, Volume 29, Issue 1, Page 37-51, February 2016.
The aim of this paper is to explore Senior nurses’ experiences of leading organizational change. There is a substantial literature reporting middle-level nurse managers’ experiences of change; however, there is less evidence concerning senior nurses’ perspectives. In view of this, interview data collected from senior nurses, as part of a study of major organizational change, were analysed to redress this imbalance.

This research sheds light on the work of a key group of staff in health-care organizations. Understanding senior nurses’ experience of and contribution to change is a useful contribution to health services research.

Management and leadership competence in hospitals: a systematic literature review – Leadership in Health Services, Volume 29, Issue 1, Page 95-110, February 2016.
The purpose of this study is to describe the characteristics of management and leadership competence of health-care leaders and managers, especially in the hospital environment. Health-care leaders and managers in this study were both nursing and physician managers. Competence was assessed by evaluating the knowledge, skills, attitudes and abilities that enable management and leadership tasks.

NICE savings and productivity
NICE has added a new study to its savings and productivity database:

Remote monitoring of cardiac devices: benefits of reduced hospital-based surveillance – published by NHS West Midlands, this case study highlights that remote monitoring is not only more efficient and convenient for patients, but it is also able to deliver better quality care and safer surveillance.

Medicines optimisation dashboard data
Further to the first full revision of the Medicines optimisation dashboard in November 2015 and following feedback received from users, NHS England has refreshed data for metrics where more up to date data is available. This is intended to help CCGs to better understand how well their local populations are being supported, optimise medicines use and inform local planning.

Statistics

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