REPORT on the role and relevance of resource planning in the quality of service delivery in Health and Social Care
The presented report is intended to focus on the evaluation of the resource planning and service quality of the health and social care sector primarily based on the chosen organization. The organization chosen for the report is Walsall healthcare NHS trust. On the basis of the chosen organization this report had been conducted the assessment and evaluation of the resource planning and service quality with regards to the respective domain. In addition to that, the report comprised over the detailed discussion regarding the Concepts of resource planning, additionally it has been covered the basic principles of organising the variety of resources in terms of material as resources and staff as resources.
Furthermore, this report entailed the thorough understanding with regards to the sources of funding for the resource planning of the health and social care sector particularly focused on the Walsall healthcare NHS trust. In addition to that, classification and allocation of the costing had been analysed and how these could be formed in to budgets that been explored in the presented report. This report had entailed the discussion regarding the effective resource management for the service delivery and considered the consequences of the poor and good resource management for the service delivery.
In addition to this, reflection based on the resources impacts over the performances of the organization, teams and individuals had been presented further. This report additionally included the discussion regarding service quality in the health and social care sector and tools for measuring and assessing the service quality under the respective area. Subsequently, the improvement of the service quality had been evaluated as well along with the measurements of the service quality in the field of health and social care. Lastly, the report summarised precisely provided with discussions and conclusions on the findings.
The aim of the report is to evaluate the role and relevance of resource planning in the quality of service delivery in Health and Social Care abiding by the values of professionalism. Similarly, this presented report will intend to focus the factors that are relevant for the resource planning in the service quality assurance and improvement under the criteria of the health and social care considering the fact that professionalism needed to be emulated and admired in the settings of health and social care. In addition to that, it has been observed from the studies that quality is deemed as the predominantly integral part of everyone’s life (Addicott, Maguire, Honeyman, and Jabbal, 2015). Individuals are prone towards quality services as well as products. The emergence of this awareness of seeking quality has resulted the organizations and industries all the through the globe for considering it as the integral part for delivering any product of service. In accordance to that, quality due to its intangible features and subjective nature is deemed complex to explain and measure. Service quality in health and social care is even more complex to explain and measure as compared to other industries or sectors also from the perspective of professionalism.
Furthermore, the distinctive features of the health and social care industry for example simultaneity, heterogeneity, and intangibility makes it complex to measure and explain. In accordance to that, it is quite obvious that health and social care services are intangible products which could be physically touched but merely could be viewed, counted, and felt with regards to professionalism and professional values provided by the trust and staffs. It has been further noticed that, production of the tangible goods facilitates quantitative measurements of the service quality. Service quality in health and social care services is complex, subjective, as well as multi dimensional notion. From the view point of Kellezi, Baines, Coupland, Beckett, Barnes, Sleney, and Kendrick (2015), health and social care service quality could be explained as the implication of the technology and medical sciences in the way which augment its advantages towards the health instead of in the same way raising the risk. Assessing and measuring the service quality under the sector of health and social care presented with distinctive challenges with regards to professional values and providing patients integrated health care facilities.
The chosen organization for the evaluation and assessment for this report is Walsall healthcare NHS trust. It was formerly known as the Walsall hospital NHS trust it was established in the year 2001 in the month of April. It also runs the Walsall manor hospital as well as it also facilitates the community services in the district of Walsall. In the month of April 2011 the trust of this hospital merged with the health community of Walsall. The trust agreed in the month of July 2015 for joining the Black Country alliance along with the Sandwell and west Birmingham hospitals NHS trusts and the Dudley group NHS foundation trust. Their plan was to generate the jointly owned organization limited by the guarantee that would facilitate all the three of trusts for sake of jointly biding for the contracts in future (Duane, Taylor, Stahl-Timmins, Hyland, Mackie, and Pollard, 2014).
There would be some consolidations as well regarding the administrative functions for example estates, information technology and payrolls. In the month of November, year 2013 the trust declared that it needs the new A and E department, expansion of the maternity services for dealing with the demand rise and the intensive care unit over the top of the 170GBP million redevelopment finished in the year 2010 (Barr, Bambra, and Whitehead, 2014). Furthermore, the board meeting in the month of May 2014 of the trust noticed that it has been enforced towards the recruitment of the additional 25 staff members for sake of addressing the amount of concerns that had been raised since their patient record system Lorenzo moved towards the business as natural, included with backlogs and the un-outcome clinic forms of the patients and the clinic restructuring. An issue with the system of Lorenzo was said having contributed towards the reduction of 15 percent in the activity of the outpatient.
Figure: Professional values of the trust
Source: (Walsall helath care NHS trust, 2017)
On the basis of the above illustrated figure it had been depicted that the professional values of the trust comprised over the cycle involving workforce, environment and patients care simultaneously. Their objectives included providing safe, high quality care and services for their patients, integrated care, and provides first class experience for their patients.
There are several core criteria of successful outcomes for example professional values which eventually affect the resource planning and the health and social care practices. This report will present the in what ways the resource planning is relevant and compulsory for any health and social care system as well as in what ways it can improve the models of the health and social care following the professional values of the settings.
Figure: Resource planning
Source: (Cardoso, Oliveira, Barbosa-Póvoa, and Nickel, 2015)
The notion of resource planning in the sector of health and social care is the orderly process for sake of defining and undertaking the procedures with regards to the health related concerns of the community and to abide by the values of professionalism (Yip, McConnell, Alonzi, and Maher, 2015). In addition to that, the motive behind the resource planning under this core sector is to indentifying the unmet requirements and surveying the resources for those unmet needs for sake of fulfilling those needs of patient’s care and welfare providing them integrated care. This is as well noticed that, resource planning intended to establish the prior goals which could be feasible and realistic as well as could even project the actions with regards to administration for sake of accomplishing the proposed and structured planning and portfolio for aligning the professional values to provide patients high class facilities.
The concept of resource planning is regarded as the term used for reflecting the augmenting interest of the topic and increasing frequency in the present century. Furthermore this term can be regarded as differently from different perspective as the concept of social engineering implied towards the health care or else the design of the facilities of health care services. In addition to that, resources planning in the health and social care had been described as “process of appraising the needs of health care in the geographic region and population along with determining how the needs could be met through the allocation of the anticipated and existing resources abiding by the professional values of the health care and considerations for the staff, doctors, nurses and workforce to provide the patient integrated care and facilities (Understanding financial shortfalls RDI, 2017).
Sound organization of the variety of resource and its allocation and planning is mandatory for the success of the any of the public health program or for the particular organization (England, 2013). It has been noticed that the basic principles for the management of the variety of resources included with the documented portfolio regarding the resource planning, prescriptions of the resource management and planning, budgetary tools for the analysis of the resource planning and comprehensive, integrated and rigorous analysis regarding the resource planning to meet the requirements of fulfilling the professional values of the health and social care centre or trust.
The resource planning of material under the sector of health and social care is essential in terms of allocating the appropriate resources at the right place to provide the right facilities to patients at the right time preventing fatigue. Since the sector of health and social care possess sensitivities and complexities to admire and emulated the professionalism in health care, it deemed mandatory to allocate the resources prior to the urgent requirement for the material for that strategic planning needed to be done before the allocation.
In the illustration provided below it has been shown that, the depiction and the approach seems to be comparatively straight forward, yet in terms of practicing this planning the execution of this portfolio will be complex and intricate. From the view point of England (2013), the resource planning for sake of the NHS is the huge responsibility. In addition to that, NHS in United Kingdom employs the staff of around 1.3 million, from which 70% of the cost provided by the recurrent NHS is regarded with the staffing, as well as over euro 4 billion are the expenditures spend up on the staff training annually.
It has been further observed that, staff needed to consider their professional values while providing appropriate services to their patients after the appropriate resources allocation. These professional values included with empathy, dignity, integrated care for patients, cared for ethics; values to serve the patients as making them realize they are in safe hands. Since, the degree of professionalism can be directly proportional with the appropriate resources allocation.
Figure: Staff resource planning with demand
Source: (Gebreiter, and Ferry, 2016)
Resources planning policy tool for funding could vary among the countries with additionally essential systems of planned resources for health care as an instance, European countries as well as socialist states previous to their evolution along with those with the much market oriented system of the health care like USA (McHugh, Tyrrell, Johnson, Healy, Perry, and Normand, 2015). It has been observed that most of the systems of the planned resources for health care pursue the prototype of the public provisions. In this system the funds for acquiring the input for sake of facilities, the amount of capital and the human resources, and the location of the planned system for the resource planning for the health care are determined by the government. One of the significant tools in this sort of systems is deemed as the budgeting inputs for sake of the public provisions. On the other hand, in the health care systems those are markets-oriented; the health care provisions are eventually dominated by the private entities, along with the funding from government sources could hardly impact the general allocation and planning of resources included with the private provision’s input funding.
From the period of 1948 to 1956, over the probability of the introduction for the costing and its classification data based on the hospital departments used the analysis for sake of achieving the budgetary controls which was deemed as the widespread discussion. Furthermore, drivers of the move towards the information related to departments had been assessed and could be traced impacting its influence of modifications under the practices of accounting in UK along with that the sponsorship of the pressure groups from external service providers (Suspecting fraud RDI, 2017). Even though, these pressure groups promoted the preliminary stage of the departmental costs, nevertheless it was denied from the finance managers under respective services. Despite of the control information regarding departmental costs, costing for the departments were introduced at the annual basis over the full costing grounds along with the production of the comparative information for costing. Few other forms of the costing classified in to the speciality costing, costing for capital accounting and contracting, cost for the health resources groups and references (Costing and business control systems RDI, 2017).
It has been noticed that, the allocation of the funds varied from the various perspectives and factors, including medical material, medical equipment, and for resourcing of staff like nurses and doctors. It has been done in such a manner within which the exceptional blend of the factors could be generated, not merely depicting the requirement of the community for the interventions of health care, on the other hand the cost for the production of the intervention of health care services could be diminished as well (The nature of resource management in health and social care RDI, 2017). It has been further evaluated that, if there would be merely two factors required for the services of the health care that are nurses and doctors, then the efficiency needs that the amount of the nurses and doctors should be combined in that manner which could minimize the cost of the production of the provided amount of the health care services. Exceptional funding for the doctor’s production and average funding for the nurses’ production depicted the disappearance from provided perfect scenario.
Figure: Budgeting and allocation
Source: (Walsall helath care NHS trust, 2017)
Budgeting for the Resources’ planning is not naïve concept or new to the field of health and social care it has been dated back from the period of 1920, when the report of Dawson was published in UK. It has been analysed that, how much the government of the particular state spend over the expenditures of the health and social care affect the total capital and cost of the respective sector within that country. As well as, where the budgets from government for the services provisions could affect the provider’s location as well as their services.
The reorganization of the 1974 deemed frequently as the high water mark for sake of planning and statism (Module: Planning and Managing Resources Unit: Systems for managing financial resources Lesson: Regulatory requirements for financial resource management, 2017), this has been brought with the need of the introduction of the budgets on the low levels of operations. In addition to that, the reorganization was carried out meanwhile several community health service and local councils for an instance domiciliary nursing and health visiting, formerly under taken by the authorities locally were transferred towards the control of the NHS. It has been observed that the NHS organizational structure generated three tiers of the management as well as the districts of the health used to be run by the management team. The management’s additional tier was regarded as the Area of the Health Authorities along with that their functions included with planning and budgeting and to challenge and review the objectives for the budgeting submitted by the AHA by the Area officers from team as well as the teams of the district management. It can further solve the claims of the competing resources among the districts and could agree a planning and budgeting scheme for every district according to which the performance of the districts will be evaluated (Information required in order to monitor expenditure effectively RDI, 2017).
Arrangements of this management after the reorganization had rejected any type of the management generally despite of the structure appropriateness ought to be on the basis of unified management under the professions of the organized hierarchy over the representative systems under the professions of the dentists and medicinal related staff deemed as the organized hierarchy along with that it was coordinated among the professionals and professions.
Additionally, there has been advanced budgeting system on the basis of the functions of the hospitals with the functional core heavily matching with the professions of the hospitals as an instance catering, pathology and nursing. It has been further observed that these functional cores’ span of control generally expanded ahead of the individual hospitals as well as such budgets had not deemed therefore not exactly identical as the departmental budgets proposed from the reformers of the early accounting for example Kings Funds and Nuffield Trusts (Beaussier, Demeritt, Griffiths, and Rothstein, 2016).
It has been noticed further that budgets served three core functions under the organizations commercially, that are costing, planning and controlling of resources. The system of NHS these functions recently until had low priority on the other hand with these re-organizations there would be secure parallels among operations of NHS and the commercial organizations.
Figure: category of budgeting
Source: (Walsall helath care NHS trust, 2017)
Effective evaluation of resource management is significant because it can determine the appropriateness of the recent arrangements of the budgetary managements under the NHS system and its related trusts and foundations as well as it can identify concerns regarding other organizations as well as undertaking the values of professionalism. It is significant in terms of identifying the appropriateness of the budget authority’s delegations. Furthermore, it additionally examines the line of accountability and responsibility for the allocated resources. In accordance to that, it is significant in exploring the roles of strategies in the process of budgeting and allocation of resources and planning to carefully providing the integrated care to patients abiding by the values of professionalism. It has been additionally considered that it is significant in the examination of the managerial structures and budgeting activities. Subsequently, the key significance of the effective evaluation of the resources management to service often lead towards the assessment of the core behavioural concerns as well (Planning budgets RDI, 2017).
The control system of management specifically related to resource planning and facilitates the health and social care with not more than only fiscal controls as well as could have the subsequent objectives of the performance improvements and strategy implementation as shown in the provided illustration below.
Figure: Relation between management and resource planning
Source: (Schang, Morton, DaSilva, and Bevan, 2014)
On the basis of the above depicted illustration it has been analyse from the framework that the management plays an integral role to coordinate the overall structure of resource planning according to their sub derivatives that are strategy implementation, control and empowerment and performance evaluation and improvement.
The consequences of the exceptional or good resources management can entail the eventual impact of the resource management on the performance of the employees and their behaviour to treat people in a professional manner. In addition to that, it has been noticed that, decentralization observed in the resource planning and management of the NHS system impact on the performance of the employees positively such that they can deliver services under the criteria of ethical and professional conduct. It has been further noticed that resources planning appropriateness can lead towards the positive outcomes for employee engagement and for putting patients first. Good support and management of resources could even promote equality and inclusion by means of NHS services (Decisions in resource management RDI, 2017).
It has been observed from the studies of Majeed, and Soljak, (2014), performance with relation to the poor resource management is the comparative assessment tool but it could be deemed as an absolute one. The comparative norm for the performance is frequently evaluated through the comparison of the mean value of the distribution of performance for all the identical organizations. In addition to that, where there are disparities under these norms then the reporting of exceptions facilitated by the standards of the organization can indicate towards that to what extent the poor performance affecting drastically the overall structure and progress of the organization.
Figure: resources planning impacts on performance evaluation
Source: (Harrison, Birch, Eden, Ramsden, Farragher, Payne, and Black, 2015)
In the illustration presented above it has been depicted that, resources management can impact the performance evaluation in the different steps and different stages of the health and social care services. The ways within which the resources planning and management can affect the performance evaluation can be divided in to 5 integral steps to evaluate the performance on every level and department from the NHS system. Since the indicators are merely supposed to depict the overall and general perspective of the scenario to reflect that how the resources management can impact the performance evaluation it can be stated on the basis of that general perspective that performance can be evaluated on the basis of the data, information request, inspection, rating and follow up with regards to allocation and planning of the resources appropriateness.
It can be further stated that, the focus of the performance evaluation in examining the utilization of the resources management on the organization under NHS will eventually impact over the investigation of the individual services and their value of money as much as possible since it has been considered as the clinical and operational process at every level.
The impacts of the resources management on the individual performance could be in terms of the evaluation of the employee’s skills such as leadership and fatigue management under the level of professional values evaluation. It has been further noticed that, individual performance evaluated could be impacted in terms of the development of the self assessment under the climate of health care and professional conduct including dignity, care, and respect. Leadership is considered as the most impactful factor to be nurtured and challenged through the evaluation of the performance through the resources management at individual level. Thus, it can directly impact the overall structure and performance of the organization and its culture.
Team leadership generate the firm sense of the identification of the team performance and evaluation through the resources management by means of ensuring the team had reasoned the inspiring and obvious sense of the work of the team to provide the patients required services and welfare. This could have further impacted on the clarity of the vision regarding the team membership. In accordance to that, the team members could be able to articulate the measureable, challenging and clear objectives of the team under the criteria of the performance evaluation through the examination of their own team’s progress and performance.
Performance of the organization can be evaluated from the perspective of board leadership, which is deemed as the most effective factor for the organizational performance evaluation with respect to assessing the extent of professionalism organizational workforce is providing to their patients. When the boards endorse and perform the values and vision of their respective organization under the system of NHS through the appropriate resources planning, management and allocation it can be aligned by the values of professionalism and ethical conducts. It can be done in the manner through the reproving, rewarding, monitoring and attending to the resources and employees of the firm in coordination simultaneously. Thus, it can be stated that, the overall organizational performance evaluation can be impacted positively or negatively on the basis of the resources planning and management criteria.
The national health services in the United Kingdom had been facing the immense challenges for sake of bringing the improvements in quality under the settings of health and social care meanwhile increasing the workload and financial pressures (England, 2013). It has been anticipated that, NHS will deliver productivity improvements of the euro 22 billion by the end of year 2020-2021 along with that will implement the advanced commitments of working seven days a week. By the term service quality improvement it has been meant to design and redesign the processes of work flow along with the systems which could deliver the health care facilities in the exceptional manner through lowering cost and giving better outcomes, at wherever and at any level it could be achieved. This portfolio ranged from the redesign of how the organizations can deliver care services under the settings of the clinical Microsystems which could make up the health care organizations towards the large scale reconfigurations for the delivery of the specialist services for example cancer care and stroke care. In addition to that, this could be included with the redesign of the information system, resource planning system, budgeting systems, and training systems which requires both the culture and leadership criteria of the organization to both value and understand the standards of the service quality improvement.
Service quality improvement cannot be occurred mere by chance. It comes from the actions and intentions of the equipped staff along with the required skills for bringing the modifications in the settings of the health and social care constantly and directly encouraged and supported by the leaders at every levels.
It could not come complimentary as well as it would require a sustained and substantial commitment of the resources planning and time management. It has been observed and viewed from the existing literature and numerous reports that had outlined the knowledge and skills which would equip the workforce as well as their respective leaders for the success in terms of constant improvement. It has been noticed that all emphasize the lethal impact of the trepidation and apprehension in the settings of the health care workplace. It has been mostly drawn over the theory of systems as well as much current formulations could exploit the insights and power of the modern theories of the adaptive and complex settings of the system. All had been rejected the reliance over the investigation for the improvement since its too expensive, weak as well as adverse towards dynamic changes (England, 2013).
The practice and theories of the service quality improvement are based over the variety of principles. It included with the training staff in nature of the systems, utilize the quantitative and statistical data in timely manner for understanding the inclusiveness and variations in the way that all the staff and workers could avail the opportunity for contributing their ideas, views as well as to act upon them and to a persistent focus over the requirements as well as experience of the patients and individuals being associated to serve by the system.
In the presented section of the report the comprehensive set of tools, techniques and theories which will ensure to extent the knowledge of the tested as well as tried techniques, tools and theories of the measurement for the improving quality and productivity under the settings of NHS. The tools that had been identified for the measurements of the service quality improvement under the settings of NHS are classified as, measurements for improvements, mapping the process, stakeholder and user’s involvement, identification of problems, and project management.
It has been observed that for the project management as the tool for measuring the service quality improvement under the NHS settings it is mandatory to scope the project. Afterwards when the scope of the project is outlined then there must be four columns strategy to link the project with the aims of the organizations. In accordance to that, benefits realisation and action planning deemed as the vital other steps under the settings of the project management tool to evaluate the service quality (Decisions about expenditure RDI, 2017). Charting of responsibility is considered as the significant part of the project management tool for measuring the service quality improvement. Subsequently, reviving the stalled efforts and sustaining the momentum leads towards significant changes in the service. Thus, finally it is mandatory to learn from those changes to make the difference in service and providing quality to people.
For the tool of identification of problems it is necessary to use the related diagram or framework with regards to the structure of the organization under the NHS for example for the Walsall organization cause and effect (fish bone) diagram or framework could be utilized for the measurement of the service quality. Walsall can as well use the root cause diagram through utilizing the 5 whys as well as data sheet checks, histograms scatter diagram and Pareto could be utilized to identify the problem under the service quality. There can be another way to improve the service quality via the identification of the frustrating problems as well.
For the tool of user and stakeholder involvement, stakeholder analysis, communication matrix can be utilized by the Walsall organization to gauge the improvement and service quality. Furthermore, it can conduct the surveys for analysing the patient’s and staff’s perspective regarding their services. Afterwards, they can improve the service quality under the acute settings through the clinical engagements.
For the process mapping, Walsall can conduct the conventional process mapping and value stream mapping under the spaghetti diagram. As well as, it can also map the responses from the last ten patients and outline the process template. Afterwards, it can also conduct the tracer study to sort and shine the elements and outcomes for the service quality and improvements.
For the tool regarded as measurement for improvement can included with the strategies to evaluate the performance through the balance scorecard for the performance management. As well as, Walsall can even conduct the model of improvement along with the model of plan, do, study, act (PDSA) (Francis, 2013). In addition to that, managing variations on the performance measure sheets through the statistical process control can lead towards remarkable changes. Accordingly Walsall can use the methodology for the measurements of benefits through the simulations and modelling.
On the basis of the analysis and evaluation conducted in the report for Walsall health care NHS trust, it has been recommended that it should opt for the demand and capacity management for the resource planning of the health and social care settings for NHS. Since, this has been recommended due to the feature of facilitating comprehensive lead for the resources planning and allocation. In addition to that, this can also help the organization in managing constraints of the resource planning by means of the theory of constraints. It can also support the organization to design and redesign the roles of the resources management and planning reliably. Furthermore, this portfolio can also help to assist the organizational resource planning in such a way that could provide ample strategies for the organization to cope up with the risks. This can also help the organization to conduct the model of SBAR included with the situation, background, assessment and recommendation for the resources planning (Asthana, Gibson, and Halliday, 2013).
On the basis of the assessment and evaluation of the resource planning under the settings of the health and social care for the NHS for the chosen organization of Walsall health care trust, it could be concluded that effective resource planning can positively impact over the performance improvement and service quality improvement for the organization. Since, resources’ planning is not deemed as the new concept under the respective settings it can be implied under the NHS settings of the Walsall trust to integrate the procedures and portfolio on daily basis according to the desired set of operations. It has been further expected that the NHS organizations can build the in house capacities for the quality improvement for services through the appropriate resources planning. In addition to that, after reviewing the report it can be concluded that resource planning can provide support to NHS organizations via regional support and shared learning. As well as, it can also integrate the work over the improvement of the quality with the work over the leadership development. Furthermore, it can also ensure that the national entities providing co-ordinated and unified support to the NHS as the full participants in the core single strategy.
Addicott, R., Maguire, D., Honeyman, M., and Jabbal, J. (2015). Workforce planning in the NHS. The King’s Fund.
Asthana, S., Gibson, A., and Halliday, J. (2013). The medicalisation of health inequalities and the English NHS: the role of resource allocation. Health Economics, Policy and Law, 8(02), 167-183.
Barr, B., Bambra, C., and Whitehead, M. (2014). The impact of NHS resource allocation policy on health inequalities in England 2001-11: longitudinal ecological study. BMJ, 348, g3231.
Beaussier, A. L., Demeritt, D., Griffiths, A., and Rothstein, H. (2016). Accounting for failure: risk-based regulation and the problems of ensuring healthcare quality in the NHS. Health, Risk and Society, 18(3-4), 205-224.
Cardoso, T., Oliveira, M. D., Barbosa-Póvoa, A., and Nickel, S. (2015). An integrated approach for planning a long-term care network with uncertainty, strategic policy and equity considerations. European Journal of Operational Research, 247(1), 321-334.
Duane, B., Taylor, T., Stahl-Timmins, W., Hyland, J., Mackie, P., and Pollard, A. (2014). Carbon mitigation, patient choice and cost reduction–triple bottom line optimisation for health care planning. public health, 128(10), 920-924.
England, N. H. S. (2013). The NHS belongs to the people: a call to action. London: NHS England.
Francis, R. (2013). Report of the Mid Staffordshire NHS Foundation Trust public inquiry: executive summary (Vol. 947). The Stationery Office.
Gebreiter, F. and Ferry, L., (2016). Accounting and the ‘Insoluble’Problem of Health-Care Costs. European Accounting Review, 25(4), pp.719-733.
Harrison, M., Birch, S., Eden, M., Ramsden, S., Farragher, T., Payne, K., … and Black, G. C. (2015). Variation in healthcare services for specialist genetic testing and implications for planning genetic services: the example of inherited retinal dystrophy in the English NHS. Journal of community genetics, 6(2), 157-165.
Kellezi, B., Baines, D. L., Coupland, C., Beckett, K., Barnes, J., Sleney, J., … and Kendrick, D. (2015). The impact of injuries on health service resource use and costs in primary and secondary care in the English NHS. Journal of Public Health, fdv173.
Majeed, A., and Soljak, M. (2014). Can higher NHS spending in deprived areas reduce health inequalities?.
McHugh, S. M., Tyrrell, E., Johnson, B., Healy, O., Perry, I. J., and Normand, C. (2015). Health workforce planning and service expansion during an economic crisis: A case study of the national breast screening programme in Ireland. Health Policy, 119(12), 1593-1599.
Schang, L., Morton, A., DaSilva, P., and Bevan, G. (2014). From data to decisions? Exploring how healthcare payers respond to the NHS Atlas of Variation in Healthcare in England. Health Policy, 114(1), 79-87.
Walsall helath care NHS trust. (2017). ANNUAL PLAN 2015-16. [online] Available at: https://www.walsallhealthcare.nhs.uk/Data/Sites/1/media/documents/board-papers/2015/march/enc-4a-v10_public-draft-annual-plan-1516.pdf [Accessed 20 Mar. 2017].
Yip, K., McConnell, H., Alonzi, R., and Maher, J. (2015). Using routinely collected data to stratify prostate cancer patients into phases of care in the United Kingdom: implications for resource allocation and the cancer survivorship programme. British journal of cancer, 112(9), 1594-1602.
Costing and business control systems RDI, (2017). Module: Planning and Managing Resources Unit: Systems for managing financial resources Lesson: Costing and business control systems. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9e15885923?projector=1 [Accessed 14 Mar. 2017].
Decisions about expenditure RDI, (2017). Module: Planning and Managing Resources Unit: Systems for managing financial resources Lesson: Decisions about expenditure. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9c3a0a32a7?projector=1 [Accessed 14 Mar. 2017].
Decisions in resource management RDI, (2017). Module: Planning and Managing Resources Unit: The role of resource planning in health and social care Lesson: Decisions in resource management. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9e15885923?projector=1 [Accessed 14 Mar. 2017].
Information required in order to monitor expenditure effectively RDI, (2017). Module: Planning and Managing Resources Unit: The importance of monitoring budget expenditure in health and social care organisations systems Lesson: Information required in order to monitor expenditure effectively. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9c3a0a32a7?projector=1 [Accessed 14 Mar. 2017].
Module: Planning and Managing Resources Unit: Systems for managing financial resources Lesson: Regulatory requirements for financial resource management. (2017). 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9c3a0a32a7?projector=1 [Accessed 14 Mar. 2017].
Planning budgets RDI, (2017). Module: Planning and Managing Resources Unit: Systems for managing financial resources Lesson: Planning budgets. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9e15885923?projector=1 [Accessed 14 Mar. 2017].
Suspecting fraud RDI, (2017). Module: Planning and Managing Resources Unit: The importance of monitoring budget expenditure in health and social care organisations systems Lesson: Suspecting fraud. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9c3a0a32a7?projector=1 [Accessed 14 Mar. 2017].
The environment in which health and social care operates RDI, (2017). Module: Planning and Managing Resources Unit: The role of resource planning in health and social care Lesson: The environment in which health and social care operates. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9e15885923?projector=1 [Accessed 14 Mar. 2017].
The nature of resource management in health and social care RDI, (2017). Module: Planning and Managing Resources Unit: The role of resource planning in health and social care Lesson: The nature of resource management in health and social care. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9e15885923?projector=1 [Accessed 14 Mar. 2017].
Understanding financial shortfalls RDI, (2017). Module: Planning and Managing Resources Unit: The importance of monitoring budget expenditure in health and social care organisations systems Lesson: Understanding financial shortfalls. 1st ed. [ebook] Available at: https://mail.google.com/mail/u/0/#inbox/15ac7c9c3a0a32a7?projector=1 [Accessed 14 Mar. 2017].