Whilst we wait with bated breath to see what happens about Southern Cross and all their care homes, we have had the traumatic scenes of the treatment meted out to the clients of Winterbourne View Hospital for People with Learning Difficulties, near Bristol, and today we're told the CQC have tipped off the police about the Pilgrim Hospital in Boston, Lincolnshire.
What a week; in the meantime I have been working along with 30 colleagues on looking at ways we can further develop the quality of care we deliver using personalisation as a starting place.
I guess we're lucky to be employed by an independent sector charity who want to develop and encourage the staff to do the same. It doesn't always feel like the whole charity are behind us but for those tasked with delivering the care ot our clients that kind of atmosphere is necessary to maximise the benefits to the patients and staff and reduce the risks of something going wrong.
Southern Cross is a classic case of market forces doing their natural thing; it remains to be seen how this will pan out.
Whilst details around the Pilgrim Hospital are lacking it must be serious to warrant police involvement. Whether it is one person or a system that is at fault we'll have to see.
Winterbourne View is in a league of its own; in terms of management failure; cultural failings in terms of acceptable care as well as an apparent lack of diligence by the CQC in the area.
When will people in positions of responsibility for quality and ensuring the safety of the vulnerable in our care take up even the slightest hint of wrongdoing and investigate thoroughly.
The principle of the CQC is OK; it remains to see if it was a local failling or so big a failure to warrant changes ot the way it is run.
My own experiences do not bode well for it's reputation as efficient and speedy to respond in setting up new managers, vetting and the other tasks necessary to monitor the quality of healthcare. Mainly because it does not seem to have sufficient numbers of inspectors to do the unannounced visits we should all be ready for and wary of, lest failings are exposed.
It's like driving - the more police officers about in marked vehicles on the road - the better we all are.
Let us not forget the duty of care we owe to those who use our services; that quality is worth investing in and let us see a thorough investigation into what has occurred with proper penalties imposed on those who are accountable for what has occurred.
This blog has a variety of content around nursing, through to family life and current events. My attempt to keep up the #100WorkingDays in 2022 to reflect and recollect foundered after the death of my mum. In 2025 I’m refreshing my blog hoping to be better at making regular contributions. The blog content is entirely mine and does not represent the views of any employer or other organisations. Spelling mistakes may occur!
Showing posts with label competition. Show all posts
Showing posts with label competition. Show all posts
Thursday, 2 June 2011
Friday, 25 February 2011
The NHS and competition - top people speak up
In today's Times newspaper Public sector section (no link - payment issues) Dr David Bennett the new chair of Monitor outlines his thoughts for the future of competition in the NHS. If you're wondering, Monitor is the economic regulator for the NHS see http://www.monitor-nhsft.gov.uk/.
In addition the BBC reports comments from Sir David Nicholson NHS chief, (note to self - what is it with David's and top jobs just now?) see http://www.bbc.co.uk/news/health-12566716.
Dr Bennett makes a number of points. He begins with the 'inertia' of the market caused by what is in essence the buyer's (GP's) inexperience as buyers - so they will need support (empowering in his language). To me that means experts and experts mean money; so there is a cost to empowerment. Competition may not thought be universal in the NHS - Dr Bennett reportedly says it will exist 'where appropriate'; what does that mean? In specialist areas competition will be slower coming but I sense no discomfort in Dr Bennett at all areas eventually having some element of competition. What that would mean for hospices? We'll have to have clear business models to use when negotiating; a clear model and measure of quality making explicit the benefit of our style of service. We'll need to be 'robust, rigorous and transparent' he says.
Another important point he raises is a belief that competition based on quality will transform the health care sector. He thinks individuals will look something 'varied [where] an individual can find something that better suits them'. This helps me understand the need for personalisation in our services and well as give a push to the need for explicit quality markers.
Meanwhile Sir David Nicholson has issued a warning that some hospitals may find the future difficult; the landscape of management of hospitals is already changing with Circle coming to run Hinchinbrooke later this year. Competition rules; those who will survive in 10 years time will have become adept at changing and maybe more efficient but there will scars and casualties along the way. How ready are we for this?
In addition the BBC reports comments from Sir David Nicholson NHS chief, (note to self - what is it with David's and top jobs just now?) see http://www.bbc.co.uk/news/health-12566716.
Dr Bennett makes a number of points. He begins with the 'inertia' of the market caused by what is in essence the buyer's (GP's) inexperience as buyers - so they will need support (empowering in his language). To me that means experts and experts mean money; so there is a cost to empowerment. Competition may not thought be universal in the NHS - Dr Bennett reportedly says it will exist 'where appropriate'; what does that mean? In specialist areas competition will be slower coming but I sense no discomfort in Dr Bennett at all areas eventually having some element of competition. What that would mean for hospices? We'll have to have clear business models to use when negotiating; a clear model and measure of quality making explicit the benefit of our style of service. We'll need to be 'robust, rigorous and transparent' he says.
Another important point he raises is a belief that competition based on quality will transform the health care sector. He thinks individuals will look something 'varied [where] an individual can find something that better suits them'. This helps me understand the need for personalisation in our services and well as give a push to the need for explicit quality markers.
Meanwhile Sir David Nicholson has issued a warning that some hospitals may find the future difficult; the landscape of management of hospitals is already changing with Circle coming to run Hinchinbrooke later this year. Competition rules; those who will survive in 10 years time will have become adept at changing and maybe more efficient but there will scars and casualties along the way. How ready are we for this?
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