What does it take to make integrated care work? A ‘cookbook’ for large-scale deployment of coordinated care and telehealth

The Advancing Care Coordination & Telehealth Deployment (ACT) Programme is the first to explore the organisational and structural processes needed to successfully implement care coordination and telehealth (CC&TH) services on a large scale. A number of insights and conclusions were identified by the ACT programme. These will prove useful and valuable in supporting the large-scale deployment of CC&TH. Targeted at populations of chronic patients and elderly people, these insights and conclusions are a useful benchmark for implementing and exchanging best practices across the EU. Examples are: Perceptions between managers, frontline staff and patients do not always match; Organisational structure does influence the views and experiences of patients: a dedicated contact person is considered both important and helpful; Successful patient adherence happens when staff are engaged; There is a willingness by patients to participate in healthcare programmes; Patients overestimate their level of knowledge and adherence behaviour; The responsibility for adherence must be shared between patients and health care providers; Awareness of the adherence concept is an important factor for adherence promotion; The ability to track the use of resources is a useful feature of a stratification strategy, however, current regional case finding tools are difficult to benchmark and evaluate; Data availability and homogeneity are the biggest challenges when evaluating the performance of the programmes

ATM automation: guidance on human technology integration

© Civil Aviation Authority 2016Human interaction with technology and automation is a key area of interest to industry and safety regulators alike. In February 2014, a joint CAA/industry workshop considered perspectives on present and future implementation of advanced automated systems. The conclusion was that whilst no additional regulation was necessary, guidance material for industry and regulators was required. Development of this guidance document was completed in 2015 by a working group consisting of CAA, UK industry, academia and industry associations (see Appendix B). This enabled a collaborative approach to be taken, and for regulatory, industry, and workforce perspectives to be collectively considered and addressed. The processes used in developing this guidance included: review of the themes identified from the February 2014 CAA/industry workshop1; review of academic papers, textbooks on automation, incidents and accidents involving automation; identification of key safety issues associated with automated systems; analysis of current and emerging ATM regulatory requirements and guidance material; presentation of emerging findings for critical review at UK and European aviation safety conferences. In December 2015, a workshop of senior management from project partner organisations reviewed the findings and proposals. EASA were briefed on the project before its commencement, and Eurocontrol contributed through membership of the Working Group.Final Published versio

Education Workforce Initiative: Initial Research

The purpose of this initial research is to offer evidenced possibilities in the key areas of education workforce roles, recruitment, training, deployment and leadership, along with suggested areas for further research to inform innovation in the design and strengthening of the public sector education workforce. The examples described were identified through the process outlined in the methodology section of this report, whilst we recognise that separation of examples from their context is problematic – effective innovations are highly sensitive to context and uncritical transfer of initiatives is rarely successful. The research aims to support the Education Workforce Initiative (EWI) in moving forward with engaging education leaders and other key actors in radical thinking around the design and strengthening of the education workforce to meet the demands of the 21st century. EWI policy recommendations will be drawn from a number of country level workforce reform activities and research activity associated with the production of an Education Workforce Report (EWR). This research has informed the key questions, approach and structure of the EWR as outlined in the Education Workforce Report Proposal. Issues pertaining to teaching and learning in primary and secondary education are at the centre of the research reported here; the focus is on moving towards schools as safe places where all children/ young people are able to engage in meaningful activity. The majority of the evidence shared here relates to teachers and school leaders; evidence on learning support staff, district officials and the wider education workforce is scant. Many of the issues examined are also pertinent to the early childhood care and education sector but these are being examined in depth by the Early Childhood Workforce Initiative. Resourcing for the Education Workforce was out of scope of this initial research but the EC recognises, as outlined in the Learning Generation Report, that provision of additional finance is a critical factor in achieving a sustainable, strong and well-motivated education workforce, particularly but not exclusively, in low and middle income countries. The next stage of EWI work will consider the relative costs of current initiatives and modelling of the cost implications of proposed reforms. EWI aims to complement the work on teacher policy design and teacher career frameworks (including salary structures) being undertaken by other bodies and institutions such as Education International, the International Task Force on Teachers for 2030 and the Teachers’ Alliance, most particularly by bringing a focus on school and district leadership, the role of Education Support Professionals (ESPs) and inter-agency working

Current barriers and possible solutions to effective project team formation and deployment within a large construction organisation

The characteristics of the construction industry present an extremely challenging context for effective human resource management (HRM). The dynamic project-based nature of the industry results in extreme fluctuations in organisations’ workloads and requires teams to form, develop and disband relatively quickly. Thus, the importance of efficient management of employee resourcing activities cannot be understated. This paper reports on the findings of research which explored employee resourcing practices within large UK construction firms. The results suggest that managers currently attempt to carry out some strategic planning with regards to employee resourcing, but that this does not necessarily translate into effective operational practice which simultaneously takes account of organisational, project and individual employee needs. A new approach for more effective employee resourcing decision-making, based on encouraging the involvement of the employees in the deployment process, is put forward as a management tool which informs effective team formation and deployment. However, this will require the acceptance of both decision-support technology and of employee input into what is currently a tacit, management-oriented decision process

Lean Thinking: Theory, Application and Dissemination

This book was written and compiled by the University of Huddersfield to share the learnings and experiences of seven years of Knowledge Transfer Partnership (KTP) and Economic and Social Research Council (ESRC) funded projects with the National Health Service (NHS). The focus of these projects was the implementation of Lean thinking and optimising strategic decision making processes. Each of these projects led to major local improvements and this book explains how they were achieved and compiles the lessons learnt. The book is split into three chapters; Lean Thinking Theory, Lean Thinking Applied and Lean Thinking Dissemination

Economic Impacts of GO TO 2040

The economy of the Chicago metropolitan region has reached a critical juncture. On the one hand, Chicagoland is currently a highly successful global region with extraordinary assets and outputs. The region successfully made the transition in the 1980s and 1990s from a primarily industrial to a knowledge and service-based economy. It has high levels of human capital, with strong concentrations in information-sector industries and knowledge-based functional clusters -- a headquarters region with thriving finance, business services, law, IT and emerging bioscience, advanced manufacturing and similar high-growth sectors. It combines multiple deep areas of specialization, providing the resilience that comes from economic diversity. It is home to the abundant quality-of-life amenities that flow from business and household prosperity.On the other hand, beneath this static portrait of our strengths lie disturbing signs of a potential loss of momentum. Trends in the last decade reveal slowing rates, compared to other regions, of growth in productivity and gross metropolitan product. Trends in innovation, new firm creation and employment are comparably lagging. The region also faces emerging challenges with respect to both spatial efficiency and governance.In this context, the Chicago Metropolitan Agency for Planning (CMAP) has just released GO TO 2040, its comprehensive, long-term plan for the Chicago metropolitan area. The plan contains recommendations aimed at shaping a wide range of regional characteristics over the next 30 years, during which time more than 2 million new residents are anticipated. Among the chief goals of GO TO 2040 are increasing the region's long-term economic prosperity, sustaining a high quality of life for the region's current and future residents and making the most effective use of public investments. To this end, the plan addresses a broad scope of interrelated issues which, in aggregate, will shape the long-term physical, economic, institutional and social character of the region.This report by RW Ventures, LLC is an independent assessment of the plan from a purely economic perspective, addressing the impacts that GO TO 2040's recommendations can be expected to have on the future of the regional economy. The assessment begins by describing how implementation of GO TO 2040's recommendations would affect the economic landscape of the region; reviews economic research and practice about the factors that influence regional economic growth; and, given both of these, articulates and illustrates the likely economic impacts that will flow from implementation of the plan. In the course of reviewing the economic implications of the plan, the assessment also provides recommendations of further steps, as the plan is implemented, for increasing its positive impact on economic growth