The article examines how customer needs are represented within the training evaluation framework of an organisation. The authors assert that meeting customer needs on time, every time, is a route to achieving and sustaining competitive advantage, and training is a tool that organisations should use to succeed at this. Information on good practice from the National Training Awards case studies was used as the basis of the research. The authors conclude that customers’ needs/wants are often not given the attention they deserve but that there is the potential for enhancing practice. Two gaps in the evaluation process are revealed: the ability to relate customer satisfaction to organisational aims and the ability to recognise the behavioural changes necessary to achieve these aims. The authors speculate that successful outcomes are most likely to be achieved if case‐study material is analysed rigorously, if outcomes are carefully articulated, if a range of measurement opportunities are employed and if managers are closely involved in action research processes.

Reviews an approach to information systems development through the medium of a case study. The case study looks specifically at the introduction of an information technology (IT) system into a well known retail organization. Gives particular attention to how the retailer tried to satisfy its organizational objectives through the introduction of the system. First presents a review of some approaches to integrating business and IT strategies into an organization, examining the steps an organization should undertake to ensure success. Explores this further through the examination of the approach that the retailer itself took to introduce the information technology system.

Background/contextAs a result of this project all acute Hospital Trusts within KSS now have the opportunity to run in situ, multi-professional, fully immersive, high fidelity simulation. The project is now live and outcomes are predicted in anticipation for the ASPiH conference in November.MethodologyFunding was sourced from a TEL bid (Technology Enhanced Learning HEE) for the development of a mobile simulation facility with additional support from SECAMB (South East Coast Ambulance). Funding was also provided for regional lead roles from Kent, Surrey and Sussex to drive educational development across the region.The primary aim/outcome was to provide a high quality, multiprofessional, in-situ simulation experience for all Acute Trusts across KSS.Secondary outcomes were to encourage the development of local SBME education by:supporting existing educational programs,to encourage the development of new educational programs within KSS.Description of innovationThe development of a facility in the form of a simulation ambulance.An educational development project available for all health care professionals involved with the Emergency Care Pathway.Results/outcomesTo date the simulation ambulance has visited 40% of Emergency departments within KSS. By November we predict to have visited 100% of departments.The Sim-Ambulance has supported anaesthetic transfer medicine courses, local emergency department and SECAMB simulation development.Improvements/outcomesThe Simulation Ambulance has assisted the development of a framework or standard for Education for the Emergency Care pathway by mapping out the patient experience from start to destination. The initiative has also supported the development of transfer medicine education courses within the region.ConclusionsSuccessful high profile promotion of high fidelity simulation experience across KSS.Successfully encouraged educational improvement and service development across KSS.

current resources, were realistic given current service pressures, would result in efficiencies, increase specialist palliative care capacity across the system, had potential to alleviate pressures across the end of life care system out of hours and had enough enabling factors to give a good chance of success. Results Within eight weeks, a shared 'Hospice Line' model, which defined and standardised the deliverable elements of 24/7 telephone advice and support, was developed. A phased approach was recommended to enable partner hospices to benefit from each pilot as a discrete, stand-alone initiative to add value and efficiency across their 24/7 telephone advice provision. Subject to proof of concept these could then be built upon to realise a fully integrated 'Hospice Line'. Conclusions Progressing clinical integration across hospices is challenging. This project introduces a sequential approach that enables partners to embark on integration 'one step at a time', mitigating risk, building trust and positive culture change with each progression. How innovative or of interest is the abstract? With effective leadership, senior management commitment, the right stakeholders and a shared goal, proposals to support system-wide changes can be researched and developed at pace. This one step approach could be adopted for other integration initiatives.