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Department of Health produced a poster designed to show all of the ways of making efficiencies in line with the Gershon reviews.
It never really took off, but none-the-less I contributed the workforce aspects from Changing Workforce Programme

"10 High Impact Changes" presaged the NHS Institute for Innovation and Improvement style of publications - documents written to be accessible and useable for the NHS at large and the public, which gave shortcuts to the achievement of service improvement. It was naturally followed by a whole spate of spin-off documents - "10 High Impact Changes for Primary Care", "10 High Impact Changes in Mental Health", etc

"Measuring the Benefits" looks at the evidence for urgent care practitioners caring for patients effectively. It compares paramedics and advanced paramedics (in research from USA, Canada, Australia and Europe) with advanced nurse practitioners and ECPs (in UK pilots). The evidence is overwhelming - there are no shortcuts to delivering better care. Paramedics and advanced paramedics don't have the confidence nor training to diagnose, treat and refer a significant number of patients away from Accident & Emergency safely; result is they aren't cost-effective.

The Competence and Curriculum Framework defines what an ECP is and what training they require. At present (July 08) the title is not a restricted title so anyone can, technically, use it; this is being taken through the long process to help it become a restricted title.
As this document is quite large the link to the document is here http://minney.org/Publications/SfH_ECP_88pp_CCFW.pdf

This was one of the defining reports for the Emergency Care Practitioner. Launched by Prof Sir George Alberti in October 2004, it explains what ECPs are (or can be), where they were at the time, how much they cost to develop and what the Return on Investment is (these two were my bits).

The Integrated Service Improvement Programme (ISIP) (2005 - 2008) was a process which enabled whole health and care communities to plan together, and deliver services that met the needs of the community whilst making best use of resources. In project management terms, PRINCE managed a single project, MSP supported management across a work stream, and ISIP managed the interdependencies between workstreams for a whole region or health community.

South Yorkshire, with five Foundation Trusts within 35 miles, was selected as a pilot or "Laboratory" to try out Payment by Results before the rest of England inherited it.
Download the Strategic Health Authority report “Shared Responsibility - an answer to Payment by Results: a study on behavioural and attitude change in the South Yorkshire Payment by Results Laboratory” (SHA report, Dec 2006)

2005 saw the publication of "Taking Healthcare to the Patient: Transforming NHS ambulance services" by Peter Bradley CBE. I carefully researched the impact that differently trained paramedics could have for patient quality of care, and for the use of follow-on services. My specific brief was to determine whether it was possible (at that time) that 1 million emergency attendances (attendance at hospital A&E) could be avoided.