Dr Jane Hendy
Senior Lecturer in Health Care Management
Phone: Work: 01483 68 4743
Room no: 71 AP 02
My office hours are Tuesday and Friday 10-12.00am
Dr. Jane Hendy is part of the Health Care Management and Policy Department. Jane is also a visiting fellow at Imperial College Business School, and works with the Health and Care Infrastructure Research and Innovation Centre (HaCIRIC) and the Department of Health’s Policy Innovation Research Unit (PIRU). Jane previously held positions at University College London, and the London School of Hygiene and Tropical Medicine. She has a PhD from the University of Surrey. Jane has experience advising government on policy. She has advised the National Audit Office, and has strong links with the Department of Health; regularly giving advice on the national implementation of telecare. Jane has provided expert advice on innovation adoption for the Welsh Assembly, Scottish Government, the European Commission and industry.
Previous work includes conducting the first in-depth exploration of the billion pound NHS National Programme for Information Technology. This work, published in the British Medical Journal, was widely reported on in the media, and presented as written evidence to the House of Commons Health Select Committee. Jane’s work has also been reported in the Economist, Financial Times and the Lancet.
Jane is currently involved in a number of national and international policy related projects. Jane’s research focuses on organisational change and transformational policy innovations in health care. Jane is joint principal investigator on the Department of Health ‘Whole System Demonstrators’ programme. This ministerial led evaluation is a government initiative to introduce technology based health and social care services to help support people with chronic conditions. Jane and her colleagues were awarded £500,000 to investigate organisational factors underlying the successful and sustainable introduction of these new services. Jane is the primary organisational investigator of the North West London Collaboration and Leadership in Applied Research and Care (CLAHRC) leading a team of researchers investigating this new NHS policy initiative. She is also involved in international comparative work that investigates transformational transition planning in the US, Canada and UK.
Jane works with a large team of colleagues at Imperial College Business School, as well as research teams in PIRU, HACIRIC and Kings College School of Nursing.
- 'Effect of telecare on use of health and social care services: findings from the Whole Systems Demonstrator cluster randomised trial.'. Age Ageing, . (2013)
- 'Cost effectiveness of telehealth for patients with long term conditions (Whole Systems Demonstrator telehealth questionnaire study): nested economic evaluation in a pragmatic, cluster randomised controlled trial.'. BMJ, England: 346doi: 10.1136/bmj.f1035
- 'An Organisational Analysis of the Implementation of Telecare and Telehealth: The Whole System Demonstrator'. BioMed Central BMC Health Services Research, Article number 1472-6963/12/403 Full text is available at: http://epubs.surrey.ac.uk/739350/
- 'Effect of telehealth on use of secondary care and mortality: findings from the Whole System Demonstrator cluster randomised trial'. B M J PUBLISHING GROUP BRITISH MEDICAL JOURNAL, 344 Article number ARTN e3874 doi: 10.1136/bmj.e3874Full text is available at: http://epubs.surrey.ac.uk/710039/
- 'Safeguarding patients against stem cell tourism.'. Br J Gen Pract, England: 62 (598), pp. 269-270. . (2012)
- 'The adoption of telecare in the community.'. Community Pract, England: 85 (3), pp. 41-43. . (2012)
- 'Exploring barriers to participation and adoption of telehealth and telecare within the Whole System Demonstrator trial: a qualitative study.'. BMC Health Serv Res, England: 12 . (2012)
- 'Effect of telehealth on use of secondary care and mortality: findings from the Whole System Demonstrator cluster randomised trial.'. BMJ (Clinical research ed.), 344doi: 10.1136/bmj.e3874
- 'The role of the organizational champion in achieving health system change'. Social Science and Medicine, 74 (3), pp. 348-355. . (2012)
- 'The challenges of evaluating large-scale, multi-partner programmes: the case of NIHR CLAHRCs'. EVIDENCE & POLICY, 7 (4), pp. 489-509. . (2011)
- 'A comprehensive evaluation of the impact of telemonitoring in patients with long-term conditions and social care needs: protocol for the Whole Systems Demonstrator cluster randomised trial.'. BMC Health Serv Res, 11 (1)Full text is available at: http://epubs.surrey.ac.uk/181459/
ABSTRACT: BACKGROUND: It is expected that increased demands on services will result from expanding numbers of older people with long-term conditions and social care needs. There is significant interest in the potential for technology to reduce utilisation of health services in these patient populations, including telecare (the remote, automatic and passive monitoring of changes in an individual's condition or lifestyle) and telehealth (the remote exchange of data between a patient and health care professional). The potential of telehealth and telecare technology to improve care and reduce costs is limited by a lack of rigorous evidence of actual impact. METHODS: We are conducting a large scale, multi-site study of the implementation, impact and acceptability of these new technologies. A major part of the evaluation is a cluster-randomised controlled trial of telehealth and telecare versus usual care in patients with long-term conditions or social care needs. The trial involves a number of outcomes, including health care utilisation and quality of life. We describe the broad evaluation and the methods of the cluster randomised trial DISCUSSION: If telehealth and telecare technology proves effective, it will provide additional options for health services worldwide to deliver care for populations with high levels of need. Trial Registration Current Controlled Trials ISRCTN43002091.
- 'The role of the organizational champion in achieving health system change.'. Soc Sci Med, . (2011)
- 'Managerial interpretations of evidence and the adoption of a healthcare innovation'. Academy of Management 2011 Annual Meeting - West Meets East: Enlightening. Balancing. Transcending, AOM 2011, . (2011)
- 'FROM PILOT PROJECT TO MAINSTREAM SERVICES: LESSONS FROM THE WORLD'S LARGEST REMOTE CARE PROGRAMME'. OXFORD UNIV PRESS INC GERONTOLOGIST, 50, pp. 548-548. . (2010)
- 'Implementation of computerised physician order entry (CPOE) and picture archiving and communication systems (PACS) in the NHS: quantitative before and after study.'. BMJ, England: 337doi: 10.1136/bmj.a939Full text is available at: http://epubs.surrey.ac.uk/181465/
To assess the impact of components of the national programme for information technology (NPfIT) on measures of clinical and operational efficiency.
- 'Implementing the NHS information technology programme: qualitative study of progress in acute trusts.'. BMJ, England: 334 (7608)Full text is available at: http://epubs.surrey.ac.uk/181466/
To describe progress and perceived challenges in implementing the NHS information and technology (IT) programme in England.
- 'Genetic testing and the relationship between specific and general self-efficacy.'. Br J Health Psychol, England: 11 (Pt 2), pp. 221-233. . (2006)
- 'Challenges to implementing the national programme for information technology (NPfIT): a qualitative study'. BMJ: British Medical Journal, 331Full text is available at: http://epubs.surrey.ac.uk/216667/
Objectives To describe the context for implementing the national programme for information technology (NPfIT) in England, actual and perceived barriers, and opportunities to facilitate implementation. Design Case studies and in depth interviews, with themes identified using a framework developed from grounded theory. Setting Four acute NHS trusts in England. Participants Senior trust managers and clinicians, including chief executives, directors of information technology, medical directors, and directors of nursing. Results The trusts varied in their circumstances, which may affect their ability to implement the NPfIT. The process of implementation has been suboptimal, leading to reports of low morale by the NHS staff responsible for implementation. The overall timetable is unrealistic, and trusts are uncertain about their implementation schedules. Short term benefits alone are unlikely to persuade NHS staff to adopt the national programme enthusiastically, and some may experience a loss of electronic functionality in the short term. Conclusions: The sociocultural challenges to implementing the NPfIT are as daunting as the technical and logistical ones. Senior NHS staff feel these have been neglected. We recommend that national programme managers prioritise strategies to improve communication with, and to gain the cooperation of, front line staff
- 'Challenges to implementing the national programme for information technology (NPfIT): a qualitative study.'. BMJ: British Medical Journal, 331, pp. 331-334. . (2005)
- 'Evaluating "Connecting for Health": Policy implications of a UK mega-programme'. SPRINGER SOCIAL DIMENSIONS OF INFORMATION AND COMMUNICATION TECHNOLOGY POLICY, Pretoria, SOUTH AFRICA: 8th International Conference on Human Choice and Computers (HCC8) 282, pp. 357-362. . (2008)
- 'Scaling-up Remote Care in the United Kingdom: Lessons from a Decade of Policy Intervention.'. in Glascock A, Kutzik DM (eds.) Essential Lessons for the Success of Telehomecare - Why It's not Plug and Play Amsterdam : IOS Press 30 . (2012)
- 'From care closer to home to care in the home: The potential impact of telecare on the healthcare built environment.'. in Kagioglou M, Tzortzoppoulos P (eds.) Improving Healthcare Through Built Environment Infrastructure Oxford : Wiley-Blackwell Article number 9 . (2010)
- Potential research priorities arising from
proposals for NHS reforms in England. Policy Innovation Research Unit Full text is available at: http://epubs.surrey.ac.uk/713477/
Presentations – submitted (e.g. paper presentations)
Academy of Management Conference. 71st Annual Meeting. San Antonio. Texas. August 12-16, 2011. West meets East. 3 papers accepted.
• Hendy J., Barlow, J. Paper - 13191, "How managers maintain organizational identification during a period of change", accepted for presentation as a Cross Divisional Paper. Included in the CDP session titled "CEOs, managers, entrepreneurs, and work-life balance". In the Managerial and Organizational Cognition (MOC) Division.
• Hendy J., Barlow, J. Paper - 13226 “Managerial identification and strategic change activity" This paper will be included in a session titled Organizational Identity: Identification and Sensemaking. In the Strategy and Practice (SAP) Division.
• Hendy J., Barlow, J. Paper - 13242 "Managerial interpretations of evidence and the adoption of a healthcare innovation", accepted for presentation in a Cross Divisional Paper included in a session titled Learning through Experience, Evidence and Interpretation. In the Public and Non-Profit (PNP) Division.
• Paper 13242 has been judged by reviewers to be one of the best accepted papers in our program. This high honour entitles the paper to be published in the Best Paper Proceedings of the 2011 Academy of Management Meeting.
2011 EGOS Colloquium in Gothenburg: 2 papers to sub-theme/workshop 40: Organizational Transformation: Power, Resistance and Identity. Spyridonidis, D., Hendy J., Barlow, J. A process analysis of transformational change in the English NHS: Power, resistance and identity. Long abstract prepared for the 27th EGOS Colloquium in Gothenburg, Sweden, July 7–9, 2011 EGOS/ Sub-theme 40: Organizational Transformation: Power, Resistance and Identity. For Organization Studies.
Tucker, DA, Hendy, J. & Barlow, J. Planning for major service and infrastructure transitions: A comparative study of UK, US and Canadian sensemaking and social accounts. Long abstract prepared for the 27th EGOS Colloquium in Gothenburg, Sweden, July 7–9, 2011 EGOS/ Sub-theme 40: Organizational Transformation: Power, Resistance and Identity. For Organization Studies.
25th British Academy of Management conference 13-15 September 2011 Aston University, Birmingham (BAM). Building and Sustaining High Performance Organisations in a Challenging Environment, Spyridonidis, D., Hendy J., Barlow, J. Discussion paper: Strategy as practice, and the dynamics of power: a case study of North West London CLAHRC
For 15th conference for the European Association of Work and Organizational Psychology 25-28 May Maastricht Netherlands. (EAWOP). Tucker, DA, Hendy, J. & Barlow, J. Planning for major service and infrastructure transitions: An international comparative study.
Experts' Seminar on Ageing and Long-Term Care Needs. Friday, 20 May 2011 London School of Economics and Political Science. Organised by the Health Networks of the European Observatory on the Social in collaboration with the International Long-term Care Policy Network. Talk: Implementing remote care in the UK. Eurohealth article to follow.
Expert workshop on ICT-based solutions for caregivers, Brussels 20-22 June 2011. For the European Commission's Joint Research Centre (JRC). Gathering expert views on their CARICT project which assesses the impact of ICT-based solutions for caregivers on the sustainability of long-term care policies.