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Quality Measurement Framework

Resource Use

NHS National Services Scotland ISD Scotland & NHS National Services Scotland

Resource Use

It is important that available resources are used in the best way possible. The Resource Use quality outcome indicator aims to capture change in the efficiency of the use of NHS resources over time. It does this by comparing the change in the volume of outputs produced by NHS Scotland with the change in the volume of inputs which have been used to produce those outputs.

The direction of travel of the indicator will be interesting in itself as it measures the change in the quality of resource management within NHS Scotland. In addition it reflects the extent to which resources are available for the achievement for of the quality outcomes and ambitions more widely.

Work that should result in improvement in this indicator

In general any policies which improve efficiency or productivity should have an effect on this variable. The following list sets policies which are expected to be the most directly relevant:

i) Integration of Health and Social Care is intended to improve efficiency in health and social care provision. In particular it will shift provision from health to social care, where care is more appropriately and more efficiently provided in the social care sector. It is expected to improve the planning for health care through enhanced community services including risk management and anticipatory care planning.

ii) The Quality and Efficiency Support Team (QuEST) has a number of work streams associated with improving efficiency and productivity across the range of NHS activity including: procurement, shared services, prescribing, workforce, mental health, cancer access, acute flow and capacity management and performance support.

iii) Other performance management work including HEAT, Joint Improvement Team, National Benchmarking for example.

iv) The Integrated Resource Framework is providing clinicians and managers with information on the pattern of resources used to treat patients when controlling for differences in need between patients. The healthcare resources used for patient care can then be compared across different localities, units or clinicians and the subsequent discussion and analysis of the extent of variation in health care utilisation should tend to improve efficiency of resource use.

There is limited scope for triangulation, however, it should be worth comparing the measured productivity change with the estimated savings from efficiency and productivity savings within NHS Scotland. It could also be interesting to compare productivity change in NHS Scotland with productivity change estimated by the ONS for the UK.

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