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One of the hot topics for the election is yet again the call to reduce public sector bureaucracy. When it comes to NHS bureaucracy the link is immediately made to the NHS having “too many managers” and promises to “reduce the number of NHS managers”. But in reality there is limited evidence that the NHS has too many managers and a growing body of research which suggests that rather than having too many managers, there may be too few, and that under-management could actually add to increases in the costs of running the NHS.
Given the increased focus on NHS targets, especially those process targets that appear to be increasingly difficult to achieve, this blog focusses on two high profile healthcare associated infections (HCAIs) reduction targets . These targets, like many other targets, have consistently polarised views. With many believing that they were the best way to ensure that hospitals gave this significant patient safety issue the highest priority and others questioning the evidence for, and clinical validity, of the targets.
With Parliament dissolved and the 2015 General Election now five weeks away political parties are beginning to outline where they stand on healthcare as an election issue. While political parties may have preferred to try and de-politicise healthcare, the relentless media focus on NHS performance, especially in relation to waiting times and the increase in accident and emergency attendances, emergency admissions and delayed discharges suggest this is unlikely to be an option.
This week the Kings Fund published its report 'The NHS under the coalition government'. This report examines the NHS’s performance between 2010 and 2015, based on routinely available data (inputs such as funding and staffing and outputs such as hospital admissions and A&E attendances). It also draws on surveys of patient and staff experience; data on access and waiting times targets; and measures of safety and quality of care. The report concludes with an analysis of NHS productivity and an assessment of its prospects in the next parliament and beyond.i
This week we’re delighted to share some thoughts from a US colleague on a topical healthcare issue. In this ‘My Take’ Harry Greenspun, Director, US Center for Health Solutions, discusses how advancements in data driven medicine hinges on earning the public’s trust.
Yesterday, March 11, 2015, marked this year’s NHS Change Day.i The third such event since its inception in 2013. Few people working in the NHS can have missed this impressive social movement which appears to have caught the imagination and commitment of staff at all levels. A movement which uses social media to give frontline staff, carers, patients and families a voice and permission to make change happen. At its simplest, it’s about individuals making a public pledge to improve care in their field or area of expertise but its potential lies in its ability to galvanise staff to take control and become part of a social movement that transforms ways of working across the NHS and social care.
This week we are delighted to share some thoughts from one of our US colleagues – Terri Cooper, Principal - Federal Health Sector Leader. In her “My Take” she discusses US ambitions to enhance its global competitiveness in biomedical research, an item that’s high on the UK government’s agenda.
Last weekend the Prime Minister (PM) launched his second ‘challenge on dementia’ a five year vision aimed at positioning England as the best country in the world for dementia care and research by 2020[i]. The PM’s 2020 challenge is set against a backdrop of a growing body of evidence on the profound impact dementia is having on society (the Centre’s blog published late last year detailed the latest evidence on the scale and extent of the dementia challenge). While it celebrates the significant progress made to date it also acknowledges that much more still needs to be done.
This week we are pleased to share perspectives on how behaviour change can help tackle harmful drinking from our colleagues Liz Hampson and Nicole Malouf, – This is a short thought piece to be presented at The Global Chief Medical officers Network.
As we leave the first month of the year behind and look ahead to spring, many of us will be reflecting on progress, or otherwise, with our New Year’s resolutions. Many will experience that sinking feeling, the stark and unpalatable fact that far too many good intentions have already fallen by the way-side. We know that accomplishing New Year’s resolutions can have a huge impact on our health and wellbeing but research shows that only eight per cent of people who set resolutions actually achieve them.
Are new organisational forms the solution to the current performance and sustainability challenges of NHS providers?
This week’s Thoughts from the Centre discusses the highlights from a publication developed by our colleagues in the Health Transactions and Restructuring Team on the Dalton review and implications for NHS providers.