locum acronym
locum nourriture
locum traduction
locum tenens meaning
locum required traduction
locum medical
locum doctor
locum latin
locum physician
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List of NHS Acronyms
Acronym Definition
A&E Accident & Emergency
ADT Admissions, Discharges and Transfers
AfC Agenda for Change
AHP Allied Health Professional
AP Assistant Practitioner
AQP Any Qualified Provider
AWP Any Willing Provider
BAU Business As Usual
BHD Buckland Hospital Dover
BMA British Medical Association
BME Black and Minority Ethnic
BNF British National Formulary
CAB/C&B Choose And Book
CAB Clinical Advisory Board
CAC Children Assessment Centre
CAF Common Assessment Framework
CAMHS Children and Adolescent Mental Health Service
CAT Computerised Axial Tomography (scan)
CCG Clinical Commissioning Group
CCU Critical Care Unit
CDU Clinical Decision Unit
CEO Chief Executive Officer
CFH/CfH Connecting For Health (Please note, this should only ever be NHS CFH
please
CHAI Commission for Healthcare Audit and Inspection
CHD Coronary Heart Disease
ChYPS Children and Young Persons Service (formerly CAMHS)
CIC Community Interest Company
CIP Cost Improvement Programme
CMHT Community Mental Health Team
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CPA Care Programme Approach
CPD Continuing Professional Development
CPN Community Psychiatric Nurse
CQC Care Quality Commission
CQUIN Commissioning for Quality and Innovation
CRG Clinical Reference Group
CSU Commissioning Support Unit
DGH District General Hospital
DGS Dartford, Gravesham and Swanley
DoH/DH Department of Health
DNA Did Not Attend
DNR Do Not Resuscitate
DPA Data Protection Act
DQ Data Quality
DR Disaster Recovery
DS Discharge Summary
DSU Day Surgery Unit
DTC Diagnosis and Treatment Centre
DVH Darent Valley Hospital
E&D Equality & Diversity
ED Emergency Department
EDM Electronic Document Management
EDN Electronic Discharge Notification
EIA Equality Impact Assessment
EKHUFT East Kent Hospitals University NHS Foundation Trust
e-KSF (electronic) Knowledge and Skills Framework
ENT Ear, Nose and Throat
EPP Expert Patient Programme
EPR Electronic Patient Record
EQIA Equalities Impact Assessment
ERIC Estates Return Information Collection
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ESR Electronic Staff Record
ETD Education, Training and Development
EVMC Estuary View Medical Centre
EWAs Enterprise-Wide Arrangements
EWTD European Working Time Directive
FBC Full Business Case
FOI Freedom Of Information
FOIA Freedom of Information Act
FSC Social Care, Health & Wellbeing (KCC)
FT Foundation Trust
FTN Foundation Trust Network
GDC General Dental Council
GDS General Dental Services
GMC General Medical Council
GMS General Medical Services
GOS General Ophthalmic Services
GP General Practitioner
GPC (BMA) General Practitioners Committee
GPhC General Pharmaceutical Council
GPS Government Procurement Services
GPwSI General Practitioner with a Special Interest (in a particular clinical
specialty)
HASCIP Health & Social Care Integration Programme
HDU High Dependency Unit
HEMS Helicopter Emergency Medical Service
HES Hospital Episodes Statistics
HIA Health Impact Assessment
HIS Health Information Service/System
HLC Healthy Living Centre
HOSC Health & Overview Scrutiny Committee
HPA Health Protection Agency
HSCI Health Service Cost Index
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HSCIC Health and Social Care Information Centre
HSE Health and Safety Executive
HSJ Health Service Journal
HWK Healthwatch Kent
HWB Health & Wellbeing Board
HWE Healthwatch England
ICAS Independent Complaints Advocacy Service
ICO Integrated Care Organisation
ICP Integrated Care Pathway
ICT Information and Communication Technology
ICU Intensive Care Unit
IG Information Governance
IGG Intelligence Gathering Group
IGT/IG/IGTK IG Toolkit
IM&T Information Management and Technology
IP Inpatient
IRP Independent Reconfiguration Panel
ISA Independent Safeguarding Authority
ISTC Independent Sector Treatment Centres
ITT Invitation to Tender
ITU Intensive Therapy Unit
JHWS Joint Health and Wellbeing Strategy
JSNA Joint Strategic Needs Assessment
KCA Kent Council on Addiction
KCHT Kent Community Health Trust
K&CH Kent and Canterbury Hospital
KDAAT Kent Drug, Alcohol and Addiction Team
KHWBB Kent Health and Wellbeing Board
KIASS Kent Integrated Adolescent Support Service
KMPT Kent & Medway Partnership Trust – Mental Health
KPI Key Performance Indicator
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KSF Key Skills Framework
KSF (NHS) Knowledge and Skills Framework
LA Local Authority
Las Local Authorities
LAS Locum Appointment for Service
LAT Locum Appointment for Training
LDP Local Delivery Plan
LES Local Enhanced Service
LGA Local Government Association
LHB Local Health Board
LHC Local Health Community
LHW Local Healthwatch
LINks Local Involvement Networks
LMC Local Medical Committee
LSP Local Service Provider
LSP Local Strategic Partnership
LTA Long-Term Agreement
LTC Long-Term Conditions
MASH Multi-Agency Safeguarding Hub
MAU Medical Admission/Assessment Unit
MCN Managed Clinical Network
MCP Multi-speciality Community Providers
MHRA Medicines and Healthcare Products Regulatory Agency
MMR Measles, Mumps, Rubella (vaccination)
MRC Medical Research Council
MRI Magnetic Resonance Imaging
MRSA Methicillin-resistant Staphylococcus aureus
MTW Maidstone & Tunbridge Wells Hospital Trust
NAG National Advisory Group
NAO National Audit Office
NCVO National Council for Voluntary Organisations
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NDA National Diabetes Audit
NEAT New and Emerging Applications of Technology
NED Non-Executive Director
NHS National Health Service
NHSBT NHS Blood and Transplant
NHSCB NHS Commissioning Board
NHSCC NHS Clinical Commissioners
NHSE NHS Employers
NHSI NHS Institute for Innovation and Improvement
NHSLA National Health Service Litigation Authority
NHST NHS Trust
NHS LIFT NHS Local Improvement Finance Trust
NICE National Institute of Clinical Excellence
NIHR National Institute for Health Research
NMC Nursing and Midwifery Council
NRES National Research Ethics Service
NSCG National Specialist Commissioning Group
NSF National Service Framework
OBS Outline Business Case
ODP Operating Department Practitioner
OJEU Official Journal of the European Union
ONS Office for National Statistics
OOH Out Of Hours
OP Outpatient
OPCS Office for Population Censuses and Surveys Classification of Surgical
Operations and Procedures
OSC (Local Authority) Overview and Scrutiny Committee
OT Occupational Therapist/Therapy
PA Physician Assistant
PACS Primary and Acute Care Systems
PACS Picture Archiving and Communications System
PALS Patient Advice & Liaison Service
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PAS Patient Administration Service
PBC Practice-Based Commissioning
PbR Payment by Results
PCIS Primary Care Information Service
PFI Private Finance Initiative
PhwSI Pharmacist with Special Interest
PIAG Patient Information Advisory Group
PID Person Identifiable Data
PID Project Initiation Document
PIG Policy Implementation Guide
PMS Personal Medical Services
PPC (prescription) Pre-Payment Certificate
PPE Patient and Public Engagement
PPEI Patient and Public Engagement and Involvement
PPG Patient Participation Group
PPI Public and Patient Involvement
PPIC Private Patient Income Cap
PROM Patient-Reported Outcome Measure
PTL Patient Tracking List
Q&A Questions and Answers
QA Quality Assurance
QEQM Queen Elizabeth Queen Mother Hospital Margate
QIPP Quality, Innovation, Productivity and Prevention
QOF Quality Outcome Framework (Assessor Validation Reports)
R&D Research and Development
RCGP Royal College of General Practitioners
RCM Royal College of Midwives
RCN Royal College of Nursing
RCoA Royal College of Anaesthetists
RCP Royal College of Physicians
RCS Royal College of Surgeons
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RCSLT Royal College of Speech and Language Therapists
RCT Randomised Controlled Trial
RN Registered Nurse
RO Responsible Officer
RVH Royal Victoria Hospital Folkestone
RTT Referral To Treatment
SARS Severe Acute Respiratory Syndrome
SAU Surgical Admission Unit
SCG Specialised Commissioning Group
SCR Summary Care Record
SEAP Support, Empower, Advocate and Promote
SEAU Surgical Emergency Assessment Unit
SECAM South East Coast Ambulance service
SITREPS Situation Reports
SMR Standardised Mortality Ratio
SOC Strategic Outline Case
SOR Society of Radiographers
SPA Single Point of Access
SRO Senior Responsible Owner
SSRB Senior Salaries Review Body
TDA NHS Trust Development Authority
TUPE Transfer of Undertaking Protection of Employment Regulations
TWR Two-Week Referral
UCLH University College London Hospital
VCS Voluntary and Community Sector
VFM Value for Money
VTE Venous Thromboembolism
WHO World Health Organisation
WIC Walk In Centre
WTD Working-Time Directive
WTE Whole Time Equivalent
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WHH William Harvey Hospital Ashford
List of Glossary
Glossary Meaning
Acute Care A branch of secondary health care where a patient receives active
but short-term treatment for a severe injury or episode of illness,
an urgent medical condition, or during recovery from surgery. In
medical terms, care for acute health conditions is the opposite
from chronic care, or longer term care.
Antenatal Care
(Maternity)
The care patient receives from healthcare professionals during
pregnancy. The purpose of antenatal care is to monitor the patient
health, the baby’s health and support the patients to make plans
which are right for them.
Ambulatory Care Health services provided on an outpatient basis to those who visit a
hospital or other healthcare facility and depart after treatment on
the same day.
Commissioning A continual process of analysing the needs of the community,
designing pathways of care then specifying and buying services that
will deliver and improved agreed health and social outcomes within
the resources available.
Day Surgery Minor surgery that does not require the patient to stay in hospital
overnight.
Dermatology The branch of medicine concerned with the diagnosis and
treatment of skin disorders.
District Nurses Are senior nurses in the United Kingdom's National Health Service
who manage care within the community, leading teams of
community nurses and support workers, as well as visiting housebound
patients to provide advice and care such as palliative care,
wound management.
Diagnostic Tests Blood or urine tests, X-rays, ultrasound and other imaging
techniques that help clinicians see what is happening inside the
body to help them diagnose a patient condition.
Emergency Care An immediate response to time critical health care need.
End of Life Care An important part of palliative care for people who are nearing the
end of their life. End of life care is for people who are considered to
be in the last year of life, but this timeframe can be difficult to
predict.
Equality Act Passed in 1995, this law makes it illegal to offer a public service
which is inaccessible to someone because of their physical or
learning disabilities.
Follow-up A second or subsequent appointment to check on the outcome of a
treatment plan.
In-patients Care Provided in a hospital where patient will stay overnight at least one
night.
Integrated Care
Pathway
A multidisciplinary outline of anticipated care, placed in an
appropriate timeframe, to help a patient with a specific condition
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or set of symptoms move progressively through a clinical
experience to positive outcomes.
Minor Injuries Unit A hospital department in the UK largely staffed by emergency nurse
practitioners (ENPs) working autonomously looking after minor
injuries such as lacerations and fractures, and have access to X-ray
facilities.
Musculoskeletal
(MSK) Service
Care of conditions related to body muscles, bones and joint
mobility.
NHS Clinical
Commissioners
This is the membership organisation of clinical commissioning
groups. Their job is to help get the best healthcare and health
outcomes for their local communities and patients. In East Kent
there are four clinical commissioning groups (CCGs) as follows;
Ashford CCG
South Kent Coast CCG
Thanet CCG
Canterbury and Coast CCG
‘One Stop’ Care
Model
One stop shop is the Outpatient model to which EKHUFT aspire.
They are designed to allow us to reduce appointments and create
opportunities for getting consultations, diagnostic tests, and
treatment plan all in one appointment. For surgical patients it will
also include pre assessment and agreement of operation date.
Ophthalmology The branch of medicine that deals with the anatomy, physiology
and diseases of the eye.
Option Appraisal Comparing key points about several alternatives to guide a choice
that ensures agreed objectives are met as close as possible.
Outpatients Care Provided in a hospital or at a freestanding surgery centre.
Afterward patients are released to recuperate at home.
Paramedics The senior healthcare professional at an accident or a medical
emergency. Working on their own, or with an emergency care
assistant or ambulance technician, they assess the patient’s
condition and give essential treatment.
Palliative Care Care for people living with a terminal illness where a cure is no
longer possible. It’s also for people who have a complex illness and
need their symptoms controlled.
Patient Discharge To inform patient officially that he/she can or must leave the
hospital.
Primary Care The day-to-day health care given by a health care provider.
Typically this provider acts as the first contact and principal point of
continuing care for patients within a health care system, and
coordinates other specialist care that the patient may need
Pre-assessment Tests Checks made by a nurse before patient has an operation or other
healthcare procedure.
Pharmacy Outlet A chemist’s shop which dispenses prescription
Rheumatoid Arthritis
Service
Rheumatoid arthritis (RA) is where the joints of the body become
inflamed and cause pain and tenderness.
Self-care and
Preventative
Activities
Includes any intentional actions patient takes to care for their
physical, mental and emotional health.
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Specialist Care Care for people with severe health conditions in a specialist
hospital. Very small number of patients needs this type of
emergency or complex care.
Stroke A "brain attack". It can happen to anyone at any time. It occurs
when blood flow to an area of brain is cut off. When this happens,
brain cells are deprived of oxygen and begin to die. When brain
cells die during a stroke, abilities controlled by that area of the
brain such as memory and muscle control are lost.
Surgery The specialty of medicine that treats diseases and disorders by
cutting, removing or changing the body with an operative
procedure. Surgery could either be minor or major.
Telemedicine Use of new technology to help clinicians to discuss a patient access
to relevant medical images and information
Tiers of Care Tiered model of care seek to match intensity and acuity of the
problem to the intensity and acuity of the treatment; primary care
plays a key role in these models
Therapy Treatment that helps patient regains their ability to carry out tasks
of daily leaving.
Unscheduled Care Involve services that are available for the public to access without
prior arrangement where there is an urgent actual or perceived
need for intervention by a health or social care professional
Urgent Care The response before the next in–hours or routine (primary care)
service is available
Vascular Disease Includes any condition that affects the circulatory system, such as
peripheral artery disease. This ranges from diseases of the arteries,
veins and lymph vessels to blood disorders that affect circulation
Walk-in Centres Are staffed by teams of nurse practitioners who provide treatment
and advice for patients on a range of minor illnesses and injuries,
without an appointment.
Women’s Health Health issues specific to female anatomy.
From objectives to
the job plan
3.1 When the consultant contract was introduced in 2003, the BMA and the NHS
Modernisation Agency (part of the Department of Health) published several pieces
of guidance explaining different aspects of the contract alongside the terms
and conditions of service and the model contract. It was also issued for clinical
academics with the Consultant Clinical Academic Contract in 2004.
What the terms and conditions of service says about objectives
• The Job Plan will include appropriate and identified personal objectives that have
been agreed between the consultant and his or her clinical manager and will set
out the relationship between these personal objectives and local service objectives.
Where a consultant works for more than one NHS employer, the lead employer will
take account of any objectives agreed with other employers.
• The nature of a consultant’s personal objectives will depend in part on his or her
specialty, but they may include objectives relating to:
o quality;
o activity and efficiency;
o clinical outcomes;
o clinical standards;
o local service objectives;
o management of resources, including efficient use of NHS resources;
o service development;
o multi-disciplinary team working.
• Objectives may refer to protocols, policies, procedures and work patterns to be
followed. Where objectives are set in terms of output and outcome measures, these
must be reasonable and agreement should be reached.
• The objectives will set out a mutual understanding of what the consultant will be
seeking to achieve over the annual period that they cover and how this will contribute
to the objectives of the employing organisation. They will:
o be based on past experience and on reasonable expectations of what might be
achievable over the next period;
o reflect different, developing phases in the consultant’s career;
o be agreed on the understanding that delivery of objectives may be affected by
changes in circumstances or factors outside the consultant’s control, which will be
considered at the Job Plan review.
Source: Terms and conditions of service – consultants (England) 2003. Schedule 3, paragraphs 3.10: 3.13
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A guide to
consultant job
planning
Back to contents
3.2 Objectives should be set for most of the activities the consultant has in their
job plan. This can be explicit – in a stated objective, or implicit in the agreed
job schedule and annually agreed Programmed Activities (PAs) delivered. They
should set out a mutual understanding of what the trust and consultant will be
seeking to achieve over the year and how this will contribute to team, service and
organisational objectives.
3.3 Clear objectives provide focus for consultants and managers and will help with both
service provision and quality improvements. Objectives may be ‘hard’, relating to
quantifiable achievements, or ‘soft’, where they may be more descriptive about how
someone goes about their job.
3.4 The process should follow the SMART formula:
• specific
• measurable
• achievable and agreed
• realistic
• timed and tracked
Applying this method to objective setting will make the agreed objectives purpose
clear and agreement on each aspect should avoid problems arising later.
3.5 Objectives should cover all aspects of a consultant’s role; direct clinical care (DCC),
supporting professional activities (SPAs) including personal development and those
which are more professionally oriented and academic sessions, where appropriate.
However, all objectives should ultimately focus on the benefits to patients, although
in some instances, for example education and training, the impact may be less
direct or immediate. All objectives need to be clear in the way that they define
the individual consultant’s specific and personal objectives. It is only through
personalising objectives that meaningful progress can be made and measured.
3.6 A key role of medical managers is to take their organisation’s objectives and
translate them into meaningful objectives for consultant colleagues. They should
devise and seek to agree personalised service objectives.
3.7 Objectives should remain focused on key strategic and service aims. More general
contractual requirements, such as the need to retain professional registration,
participation in mandatory training or adherence to trust policies and procedures
do not necessarily need to be included as separate objectives as they are the
expectations of being an employee and are covered by employment law and
guidance. In some trusts there may be some benefits in having mandatory training
and other general requirements under one objective to ensure that it is reviewed at
job planning and receives necessary additional focus.
3.8 Managers share the responsibility for making the process work as intended; the
clinical director or lead clinician will have a fundamental role in setting and agreeing
the objectives of all the consultants in the directorate/specialty, and should guide
and direct the consultants in pursuing their objectives. In many instances this should
link to the trust’s annual plan and strategic objectives to maintain continuity and
business focus.
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A guide to
consultant job
planning
Back to contents
3.9 In most instances, this is initially best achieved through the team of consultants
meeting and looking at the team’s objectives for all. Individual consultant objectives
should therefore link to the team objectives and individual job plans should be
considered collectively to see how they fit together and work as a whole towards
meeting the needs of patients.
The clinical director’s aims should be to:
• enhance the quality and efficiency of patient care
• remove unnecessary duplication of effort amongst the consultant and wider
medical team
• achieve comprehensive coverage of the SPA and other non-clinical work needing
to be done. Examples would be the contribution of the consultants to deliver the
education and training of junior doctors and other staff and involvement in quality
improvement processes
• assure that responsibility for this work is shared and does not rest with one
individual consultant
• provide the supporting resources needed for this work
• regularly monitor progress.
3.10 Effective job planning will require the clinical
director to have an overview of objectives,
to seek the views of individual consultants,
(and potentially other) colleagues and
to achieve a consensus. It will also be
important to bring knowledge of trust
objectives and service requirements into
the objective-setting discussions.
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