{"id":699,"date":"2014-05-27T14:19:15","date_gmt":"2014-05-27T13:19:15","guid":{"rendered":"http:\/\/www.lihnnhs.info\/Sando\/?p=699"},"modified":"2014-05-27T14:19:15","modified_gmt":"2014-05-27T13:19:15","slug":"knowledge-lert-for-tuesday-27th-may","status":"publish","type":"post","link":"https:\/\/www.lihnnhs.info\/Sando\/2014\/05\/27\/knowledge-lert-for-tuesday-27th-may\/","title":{"rendered":"Knowledge @lert for Tuesday 27th May"},"content":{"rendered":"

Annualisation: an approach to consultant job planning.<\/strong><\/p>\n

Annualisation is a fairly new innovation in organisation of workforce. It allows the employees’\u00a0work pattern to be planned prospectively over a period of a year and the pay to be calculated\u00a0based on the work performed at that period. It first appeared in Europe in the 1970s in the\u00a0industrial sector. In the UK it has been used since the 1980s as a new management technique in\u00a0manufacturing, and in the NHS. Increasingly, NHS employers find it difficult to reach agreements\u00a0with consultants based on fixed weekly-programmed job planning. The new consultant contract\u00a0provides a basis for implementing a much more effective system for planning of consultant\u00a0activities. Annualisation is a comprehensive approach to job planning of consultants; it combines\u00a0trust objectives with individual consultant commitments. In this article<\/a>, we have considered the\u00a0background of annualised hours and the relevant legislation framework in the UK, advantages and\u00a0disadvantages for employers and employees, the key principals of implementation of annualisation\u00a0of consultant job planning. We have also brought examples of the NHS trusts’ formulated policies\u00a0in support of annualisation. We have concluded that considering the present circumstances in the\u00a0NHS, annualisation of consultant job planning is beneficial for NHS trusts, particularly in terms of\u00a0costs, and to the consultants in terms of accommodating their various commitments. Considering\u00a0the current structure and strategic objectives in the NHS, we recommend this method of workforce\u00a0management to be implemented widely in the NHS.<\/p>\n

\n

Safe staffing frequently asked questions\u00a0–\u00a0NHS England<\/strong><\/p>\n

Following the\u00a0guidance letter<\/a>\u00a0issued on 16 May concerning Trusts submitting staffing data, NHS England has compiled a document of\u00a0questions and answers<\/a>on this subject.<\/p>\n

\n

Evidence updates: Opioids in palliative care \/ Autism in adults<\/strong><\/p>\n

NICE has published two new evidence updates\u00a0Opioids in palliative care\u00a0\u00a0<\/a>This update is a summary of selected new evidence relevant to NICE clinical guideline 140 \u2018Opioids in palliative care: safe and effective prescribing of strong opioids for pain in palliative care of adults\u2019 (2012).\u00a0Autism in adults<\/a>\u00a0details selected new evidence relevant to NICE clinical guideline 142 \u2018Autism: recognition, referral, diagnosis and management of adults on the autism spectrum\u2019 (2012). Evidence updates are intended to increase awareness of new evidence they do not replace current NICE guidance and do not provide formal practice recommendations.<\/p>\n

\n

Hospital admissions cut plan \u201coverly optimistic\u201d\u00a0– Integrated Care<\/strong><\/p>\n

The \u00a33.8bn scheme to encourage health service integration and cut hospital admissions<\/a> in England is \u201coverly optimistic\u201d, warn health researchers.<\/p>\n

\n

A tool to evaluate your website for patient engagement –\u00a0International Journal of Healthcare Management<\/strong><\/p>\n

The current healthcare environment encourages patients to participate in their healthcare. One way to do so is to design and manage a website that empowers patients and family members to be involved in their care. The authors previously developed a model that classifies hospital websites into four levels by how well the websites engaged the patients. This paper <\/a>presents a tool based on that model that can be used by hospitals to objectively measure the level of hospital website patient engagement.<\/p>\n

\n

Effective organizational change in healthcare: Exploring the contribution of empowered users and workers. –\u00a0International Journal of Healthcare Management<\/strong><\/p>\n

Worldwide healthcare systems are facing immense changes in the demand of care with vast cost explosions caused by aging populations and the increase in chronic and mental diseases. The move towards patient-centered healthcare seems to be an ideal approach to meet future challenges but still clashes with reality. Patient Advice and Liaison Service (PALS) in the UK is one of the unique examples of patient empowerment to influence changes in healthcare systems like the National Health Service (NHS). The purpose of this paper <\/a>is to look at user-driven organizational change management in PALS in retrospect to learn from its ‘best’ and ‘worst’ practices. In conclusion, patient-centered healthcare becomes more realistic if healthcare users and workers are empowered at the same time. The vision of patient, public, and staff involvement in the move towards patient-centered health needs to be backed up by adequate and secure resources as well as consistent organizational leadership and change management. Organizational change processes in general should be seen as biological continuous cycles with unpredictable evolutionary turning points rather than linear progressions. This helps to stay optimistic and embrace change as challenging, exciting, and difficult all the way through the change process.<\/p>\n

\n","protected":false},"excerpt":{"rendered":"Annualisation: an approach to consultant job planning. Annualisation is a fairly new innovation in organisation of workforce. It allows the employees’\u00a0work pattern to be planned prospectively over a period of a year and the pay to be calculated\u00a0based on the work performed at that period. It first appeared in Europe…\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[15],"tags":[],"class_list":["post-699","post","type-post","status-publish","format-standard","hentry","category-daily-news"],"jetpack_featured_media_url":"","jetpack_shortlink":"https:\/\/wp.me\/p4kWbe-bh","jetpack_likes_enabled":true,"jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/posts\/699","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/comments?post=699"}],"version-history":[{"count":4,"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/posts\/699\/revisions"}],"predecessor-version":[{"id":703,"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/posts\/699\/revisions\/703"}],"wp:attachment":[{"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/media?parent=699"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/categories?post=699"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.lihnnhs.info\/Sando\/wp-json\/wp\/v2\/tags?post=699"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}